The Red Queen Effect: Competitive Actions And Firm Performance

By Pamela Derfus, Patrick G. Maggitti, Curtis M. Grimm, Ken G. Smith. 2008

399 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/be971f8b7a0986d2a325402bb36861a5d25c63d3

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

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).”
The age of temporary advantage (2010, background): “, 2002) and that Red Queen competition exists whereby rival actions cut into the performance of the acting firm requiring new action to keep pace (D’Aveni, 1994; Derfus et al., 2008).”
Effects of Corporate Social Responsibility on Corporate Financial Performance: A Competitive-Action Perspective (2018, methodology): “Consistent with existing literature (e.g., Derfus et al., 2008; Miller & Chen, 1996), CA is positively related to Tobin’s Q (β = 0.02, p < .01).”
How a Firm's Competitive Environment and Digital Strategic Posture Influence Digital Business Strategy (2013, background): “Thus, in contrast to approaches that focus on the dyad of focal and rival firms (e.g., Derfus et al. 2008), we consider normative forces in which managers respond not just to a single competitor but rather to the larger set of industry competitors.”
The clock is ticking! Executive temporal depth, industry velocity, and competitive aggressiveness (2016, methodology): “Such principal single-business firms have interacted with and survived in their respective competitive environments over time and have a coherent competitive agenda (Derfus et al., 2008).”
Market Watch: Information and Availability Cascades Among the Media and Investors in the U.S. IPO Market (2008, background): “As such, it advances organizational research on how mimetic behaviors affect market activities (e.g., Derfus, Maggitti, Grimm, & Smith, 2008; Kraatz, 1998; Kraatz & Moore, 2002; Rao et al., 2001).”
Playing dirty or building capability? Corruption and HR training as competitive actions to threats from informal and foreign firm rivals (2016, background): “…the predominant focus in previous research on firm competitive actions in product markets (e.g., Armstrong and Collopy, 1996; Chen, 1996; Derfus et al., 2008; Ferrier, 2001; Ferrier et al., 1999; Gimeno and Woo, 1996; Karnani and Wernerfelt, 1985; Porter, 1980), firms actually engage in…”
Top management attention to innovation: The role of search selection and intensity (2009, methodology): “…hypotheses because our count-based dependent variable (sum of new product introductions) was not normally distributed, violating a key assumption of generalized least squares (GLS) regression analysis and overdispersed, meaning the variance of the counts exceeds their means (Derfus et al., 2008).”
From Doing Good to Looking Even Better: The Dynamics of CSR and Reputation (2019, methodology): “As Fombrun (2012) recognizes, preceding actions provide cues to stakeholders, while the resulting assessment of corporate reputation is a consequence of stakeholder perceptions.”
Time delays, competitive interdependence, and firm performance (2017, background): “The intuition is that the focal firm must initially take more competitive actions to mitigate the erosion of profits as a result of lost sales revenues (Derfus et al., 2008).”