The age of temporary advantage

By Richard A. D'Aveni, Giovanni Battista Dagnino, Ken G. Smith. 2010

727 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fd7464fb39984cc33d95c891145e1a8d7738a162

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Resources and digital export: An RBV perspective on the role of digital technologies and capabilities in cross-border e-commerce (2021, background): “This is particularly true in today’s fast paced and hyper-competitive global business environment (D’Aveni, 1994, 2010), where firms willing to internationalize have to face mounting levels of uncertainty and complexity and to be fast and responsive in their decision-making process.”
Reconceptualizing competitive dynamics: : A multidimensional framework (2015, background): “…© 2014 John Wiley & Sons, Ltd. strategy and organization such as entrepreneurship (Markman and Phan, 2011), social identity theory (Livengood and Reger, 2010), executive cognition (Marcel, Barr, and Duhaime, 2011), and temporary advantage (D’Aveni, Dagnino, and Smith, 2010).”
Dynamic Patterns of Industry Convergence: Evidence from a Large Amount of Unstructured Data (2015, background): “In addition to arising from developments in technology, industry convergence also emerges from the market (Andergassen et al., 2006; Choi and Välikangas, 2001; D'Aveni et al., 2010; Hacklin et al., 2010; Kim et al., 2014; Pennings and Puranam, 2001; Zhang and Li, 2010).”
The Multilevel Nature of Customer Experience Research: An Integrative Review and Research Agenda (2018, neutral): “This is largely attributable to the growing commoditization of goods The authors are grateful for comments provided by Tim Edwards on an earlier draft of this paper. and services (D’Aveni et al. 2010; Pine and Gilmore 1998).”
Doing More with Less: Innovation Input and Output in Family Firms (2016, neutral): “The constant renewal of products and processes is thereby associated with sustainable competitive advantages (D ’ Aveni, Dagnino, & Smith, 2010; Garud & Kumaraswamy, 1995; Garud, Tuertscher, & Van de Ven, 2013) and, ultimately,superiorfinancialperformance(Andriopoulos…”
Investigating firm's customer agility and firm performance: The importance of aligning sense and respond capabilities (2012, background): “Many industries once considered to be relatively stable have evolved into fiercely aggressive environments in which long-established industry giants are being threatened by nimble start-up firms scattered across the globe (D'Aveni et al., 2010).”
Big Data consumer analytics and the transformation of marketing (2016, neutral): “…dif ﬁ culty in utilizing Big Data to facilitate adaptive capabilities and broaden the scope of marketing activities that may facilitate radical innovation; however, in a hyper-competitive business environment, any new marketing activities eventually will be imitated (e.g., D'Aveni et al., 2010).”
How Does IT Ambidexterity Impact Organizational Agility? (2015, background): “In today’s competitive business landscape, organizational agility is becoming vital for competitive success because it reflects a firms’ ability to continually sense and respond to market changes (D’Aveni et al. 2010, Overby et al. 2006).”
Sustaining Superior Performance in Business Ecosystems: Evidence from Application Software Developers in the iOS and Android Smartphone Ecosystems (2017, methodology): “Unpacking such finer-grained performance dynamics requires choosing an observation window that is shorter than the annual window typically employed in strategy research (D’Aveni et al., 2010).”
The clock is ticking! Executive temporal depth, industry velocity, and competitive aggressiveness (2016, background): “First, competitive dynamics research has explained how industry-level temporal forces such as hypercompetition (D’Aveni et al., 2010), velocity (Eisenhardt and Martin, 2000), dynamism (Davis et al.”