The new competitive landscape
Article Abstract:
Technology is currently transforming the nature of competition and strategy at an accelerated rate. The technological trends that are changing the nature of competition are increased technological change and diffusion, the information age, increased knowledge intensity and emerging positive feedback industry. These technological developments have significant effects on competition and strategy. Individuals involved in strategic planning now have to contend with increased risk and uncertainty, decreased predictability and an ambiguous concept of industry. Moreover, they are now required to develop a new managerial mindset in an environment of new organization and disorganization patterns. To help managers function successfully in these chaotic times, more research on the issue of competition is required.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1995
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Commentary on 'Redefining industry structure for the Information Age' by J.L. Sampler
Article Abstract:
The two new concepts of information separability and information specificity inform studies on the nature of industry structure in the new competitive environment, where the emergence of information technologies continually change the basis of competition. The redefinition of the nature of industry structure for firms competing in the Information Age through an analysis of the boundaries of competition, industrial concentration, diversification and innovation is also a welcome departure from the usual units of analysis, namely, the business unit, the firm and the industry. This method of organizing analyses does not consider the actual nature of competition and strategic management in the Information Age.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1998
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Financial returns and strategic interaction: the case of instant photography
Article Abstract:
The employment of shareholder returns to examine the effect of complex strategic relationships that entail a sequence of acts by competing firms is studied. An effort is made to construct a bridge between competitive strategy and a capital asset pricing structure of current financial theory. Competition in the field of instant photography is given as an example, focusing on 1976-1977 competition between Eastman Kodak and Polaroid. Results show the way in which shareholder returns and market risk changes can be tied to specific competitive actions and overall strategies.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1987
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