Competitive Tension: The Awareness-Motivation-Capability Perspective

By Ming-Jer Chen, Kuo‐Hsien Su, Wenpin Tsai. 2007

582 citations recorded by the source corpus.

Subfields: Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6465dab0d409b333f05ccb96166d4af2d2f704e8

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In Strategy and Management

1. K. Meyer
2. Dean Xu
3. Mike W. Peng
4. Danny Tan Wang
5. Sea-Jin Chang
6. Paul A. Pavlou
7. Omar El Sawy
8. D. Tse

Citations in the corpus

• Factor-Market Rivalry (2009, background): “Naturally, the recognition that resources contribute to interfirm rivalry is not new (Barney, 1986, 1989; Chen, 1996; Chen et al., 2007; Dierickx & Cool, 1989; Wernerfelt, 1984), but RBV is largely a theory of defense rather than offense; it stipulates what resources yield sustainable advantage and ”
• Marching to the Beat of Different Drummers: The Influence of Institutional Owners on Competitive Actions (2010, methodology): “In addition, transient institutional investors also lack the motivation to monitor firm strategies because they invest smaller amounts of resources in a larger number of firms (Bushee, 1998; Chen et al., 2007).”
• All the right moves: How entrepreneurial firms compete effectively (2012, background): “The argument is that a competitive response is particularly likely if the rival is both motivated (i.e., the move is visible and relevant for the rival) and capable (i.e., the rival has appropriate resources) to respond (Chen, Su, and Tsai, 2007; Ferrier, 2001).”
• Pricing response to entry and agglomeration effects (2010, background): “to act or respond (Chen, 1996; Chen, Su and Tsai, 2007; Smith et al., 2001).”
• The Psychology of Rivalry: A Relationally Dependent Analysis of Competition (2010, background): “2 Certain macro-level researchers have similarly argued the importance of subjective perceptions of competition, and have shown that managers’ competitive perceptions can diverge from objective indicators employed by researchers (Chen et al., 2007; Porac & Thomas, 1994; Porac et al., 1995; Reger & P”
• Competitive dynamics, strategic consistency, and organizational survival (2009, background): “…of competitive actions is manifested in the evolution of the repertoire of competitive actions and related capabilities in the firm (e.g. Helfat and Raubitschek, 2000), and in the cognitions which constitute the focus of awareness and motivation of top-management (Chen, 1996; Chen et al., 2007).”
• Playing dirty or building capability? Corruption and HR training as competitive actions to threats from informal and foreign firm rivals (2016, background): “CORRUPTION AND HR TRAINING AS COMPETITIVE ACTIONS TO THREATS FROM INFORMAL AND FOREIGN FIRM RIVALS AKIE IRIYAMA,1,* RAJIV KISHORE,2 and DEBABRATA TALUKDAR2 1 Graduate School of Business and Finance (Waseda Business School), Waseda University, Tokyo, Japan 2 School of Management, State University of ”
• Leveraging IT Capabilities and Competitive Process Capabilities for the Management of Interorganizational Relationship Portfolios (2010, background): “The competitive dynamics perspective has been applied to examine various issues related to a firm’s competitiveness such as competitive tension (Chen et al. 2007), multipoint competition (Baum and Korn 1996), competitive aggressiveness (Ferrier 2001), and competition in international markets (Yu et…”