Constructing competitive advantage: the role of firm-constituent interactions

Article Abstract:

Researchers and practicing managers have proposed different answers as to why some firms, such as IBM, are more successful than others. It is argued that competitive advantage is actually created within different domains of action rather than resulting from one area. A framework is proposed that underscores the inter-connectedness of these domains and the systemic nature of competitive advantage. It suggests that competition occurs over the interpretations of multiple constituents about how companies develop value in an industry and not over multiple resources. It also suggests that companies develop dominant industry positions from instrumental activities that are designed to influence the perceptions and actions of constituents and not just to defeat competitors.

Business Methods, Management Theory & Techniques, Competition (Economics), Business planning, Business success

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Believing one's own press: the causes and consequences of CEO celebrity

Article Abstract:

The construct of CEO celebrity is used to describe how a firm is affected by journalists' tendency to attribute a firm's actions and outcomes to those of its CEO, rather than to broader situational factors. The model developed describes how such accounts increase CEO overconfidence, thereby affecting CEO decisions.

Venture Analysis

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De-commitment to losing strategic action: evidence from the divestiture of poorly performing acquisitions

Article Abstract:

De-commitment of chief executives towards poorly performing acquired firms and the likelihood of their divestment is studied through a mental accounting framework.

United States, Acquisitions and mergers, Behavior

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