Strategic Aggressiveness, Variation, and Surprise: How the Sequential Pattern of Competitive Rivalry Influences Stock Market Returns *

By Walter J. Ferrier, Hun-Sang Lee. 2002

114 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/14d7b5247c6b93bc853c561b33fd9497e94e334f

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Citations in the corpus

Value from gestalt: how sequences of competitive actions create advantage for firms in nascent markets (2010, background): “, 1999), market value (Bettis and Weeks, 1987; Ferrier and Lee, 2002; Lee et al., 2000), and firm reputation (Basdeo et al.”
Rivalry Between Multinational Enterprises: An Event History Approach (2007, unknown): “Furthermore, both theory (e.g., Porter, 1980) and evidence (e.g., Ferrier & Lee, 2002; Ferrier et al., 1999) suggest that not responding in an initiating market will lead to market share erosion in that market.”
Reconceptualizing competitive dynamics: : A multidimensional framework (2015, background): “The relational view holds that actions taken at any given time may well have long-term repercussions (Ferrier and Lee, 2002): Thus, it is quite possible for a firm to take actions that in the short run are advantageous but in the more distant future may harm its reputation and resilience, and ultima”
Do Innovations Really Pay Off? Total Stock Market Returns to Innovation (2009, unknown): “Most past studies suggest that competitors experience negative returns in such a situation (Zantout and Tsetsekos 1994, Chen et al. 2005, Ferrier and Lee 2002, Akhigbe 2002).”
Successive changes in leadership in the worldwide mobile phone industry: The role of windows of opportunity and firms’ competitive action (2017, background): “…dynamics theorists have defined ‘strategic intensity’ as the firm’s capability to “carry out a large number of competitive actions in rapid succession” (Ferrier and Lee, 2002: 164), and ‘strategic complexity’ as the “extent to which a sequence of actions is composed of actions of many different…”
Competitive dynamics, strategic consistency, and organizational survival (2009, background): “Indeed, if competitive actions have been previously seen as punches in a boxing match (Chen, Smith and Grimm, 1992; Ferrier and Lee, 2002, p. 162), a more long-term conceptualization resembles the Chinese go-game, in which the movement in and invasion of a certain area is often equally or more…”
Marching to the Beat of Different Drummers: The Influence of Institutional Owners on Competitive Actions (2010, methodology): “We collected data on competitive actions through a Lexis-Nexis search, coding news articles using prior competitive dynamics research as a guide (Derfus et al., 2008; Ferrier & Lee, 2002).”