Strategy As Action: Competitive Dynamics and Competitive Advantage

By Curtis M. Grimm, Hun Lee, Ken G. Smith. 2005

174 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b3dbec5febc3740da9566fd00d5e16a8bb6512c6

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Citations in the corpus

How marketing capabilities and current performance drive strategic intentions in international markets (2017, background): “may also play role, the predominant conceptualization in management suggests that strategic decisions are a response towhat decision-makers view as relevant and important aspects of the market situation faced (Grimm et al., 2006).”
Entrepreneurship, Subjectivism, and the Resource-Based View: Towards a New Synthesis (2008, unknown): “The entrepreneur can be an owner, a manager, or even a team of managers who go through the entrepreneurial discovery process and take actions (Grimm, Lee, and Smith, 2006).”
The age of temporary advantage (2010, background): “ories from Austrian economics—that emphasize entrepreneurs, action, and disequilibrium—offer hope for competing in rapidly changing conditions (Grimm et al., 2005).”
Life in the fast lane: Origins of competitive interaction in new vs. established markets (2010, unknown): “Normative insights suggest that making more moves, more complex moves, and more aggressive moves (i.e., sooner) leads to higher performance (Young, Smith, and Grimm, 1996; Grimm, Lee, and Smith, 2006; Ozcan and Eisenhardt, 2009).”
Information Technology Competencies, Organizational Agility, and Firm Performance: Enabling and Facilitating Roles (2013, background): “Traditional perspectives on strategy emphasize sustainable competitive advantages; recent perspectives propose instead that ﬁrms succeed due to their ability to execute a series of competitive actions, most of which might confer only short-term performance gains (Grimm et al. 2006).”