day 2 theoretical and methodological extensions of competitive dynamics research
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DAY 2 Theoretical and Methodological Extensions of Competitive Dynamics Research. Theoretical Extensions Awareness-Motivation-Capability (AMC) Perspective. Awareness. TMT Demography & Performance Distress. Action. Performance. Capability. Motivation. Global Multi-market Competition. - PowerPoint PPT PresentationTRANSCRIPT
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DAY 2 Theoretical and Methodological Extensions of Competitive Dynamics Research
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TMTDemography &Performance
Distress
GlobalMulti-market Competition
Inter-organizational
Networks
Action
Awareness
Motivation Capa
bilit
y Performance
Theoretical ExtensionsAwareness-Motivation-Capability (AMC) Perspective
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Theoretical Extensions
•What are most important theoretical or conceptual extensions?
•Do we better understand “how” or “why” competitive action occurs?
•Have we moved toward a predictive theory of competitive dynamics?
•What more do we need?
Coke’sActions
Pepsi’sAction
Rivalry
CompetitiveOutcomes
IndustryCharacteristics
OrganizationalCharacteristics
da b ec da b ec
ActionPair 1
ActionPair 2
ActionPair 3
ActionPair 4
Coca-Cola
Pepsi
Action-Reaction Dyads
b b b a
ac c e
Prior Studies: Action “Repertoires”
time
Year-EndTallies
Coca-ColaCoca-Cola
PepsiPepsi
b bb
c
b
bac e
b
Sequence of Competitive Actions
time
MKT MKTPRICEMKT PRICESVCPROD
Sequence of Musical Notes
Music as Metaphor for Competitive Behavior
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Notes• Pitch • Volume • Dynamics• Duration• Voice
Like individual competitive actions
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Chords, Arpeggios• Harmonic anchor • Harmonic interval • or proximity• Harmonic sequence
Like pairs or combinations of competitive actions
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Melody• Timing, rhythm • Simplicity • Movement• Predictability• Familiarity• Phrasing• Motif
Like a meaningful, coherent series of competitive actions
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Notes• Pitch • Volume • Dynamics• Duration• Voice
•Chords, Arpeggios• Harmonic anchor • Harmonic proximity• Harmonic sequence
Melody• Timing, rhythm • Simplicity • Movement• Predictability• Familiarity• Phrasing• Motif
Music as metaphor for competitive behavior
Sequences
LANGUAGE:
BOXING: DNA:
qcheaTiueissesne. hsiT si a cesneueq.
This is a sequence.
Jab...Jab…Uppercut
CA
GTA
CA
TAG
TAC
GA
TAC
GA
MUSIC:
COMPUTER PROGRAM:data actions2; subj = _n_; do i = 1 to max; output = matrix; end;run;
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Sequences in Competitive Interaction
• Ordered sample of things
• Logically unified sequence• Succession of market-based decisions• Patterns in stream of behaviors • Coordinated series of actions • Actions in a sequential strategic thrust
Coke’sActions
Pepsi’sAction
Rivalry
CompetitiveOutcomes
IndustryCharacteristics
OrganizationalCharacteristics
da b ec da b ec
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a
b
c
d
e
ca bec a b de ca bd
Coke Pepsi
d
aa
b
e
c
e
b
a
d
b
c c
Observed Sequence Observed Sequence
Competitive Actions Over Time
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Total
a
b
c
d
e
ca b
d
aca a dc e aad
c c
a a
e
a
d
b
a a aa 7
1
1
22
Observed Sequence of Pepsi’s Competitive Actions
Pepsi Strategic Simplicity
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Total
a
b
c
d
e
ea b
d
aca c de c bdd
e
c
d
a
c c
d
b b
a
e
a 3
2
23
3
Observed Sequence of Coke’s Competitive Actions
Coke Strategic Complexity
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a
b
c
d
e
ca eeca bde ca bd
de
aa a
d
b
b
e
c cc
Pepsi in time1 Pepsi in time2
b
Observed Sequence Observed Sequence
Pepsi Strategic Predictability
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a
b
c
d
e
c ab eca bde ca bd
Coke in time1
de
b
aa a
d
bb
e
c cc
Coke in time2
Observed Sequence Observed Sequence
Coke Strategic Unpredictability
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a
b
c
d
e
ca beca b de cab d
Pepsi
d
aa
b
e
c
e
b
a
d
b
c c
Observed Sequence Observed Sequence
Pepsi Strategic Conformity
Industry Norm
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a
b
c
d
e
ca bec a b de ca bd
Coke Industry Norm
d
aa
b
e
c
e
b
a
d
b
c c
Observed Sequence Observed Sequence
Coke Strategic Non-Conformity
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a
b
c
d
e
ca b
d
eca b de c abd
e
c
b
a
c
b
d
b
a
e
c
a
Observed Sequence of Coke’s Competitive Actions
Coke Strategic Chunking – Low Separation Scores
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a
b
c
d
e
ca b
d
eca bde ca bd
e
c
b
aa a
d
bb
e
c c
Observed Sequence of Pepsi’s Competitive Actions
Pepsi Strategic Disconnectedness
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(+)1.0 ----------------------------------------------------------------------------------- (-)1.0
a
b
c
d
e
ca b eca bde ca bd
a
Observed Sequence of Competitive Actions
Coke Strategic Motif – High Variance of Precedence Scores
c
d
b
e
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(+)1.0 ------------------------------------------------------------ (-)1.0
a
b
c
d
e
ca b eca b de c abd
a
Observed Sequence of Competitive Actions
Pepsi Strategic Randomness – Low Variance of Precedence Scores
c
b
d
e
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Methodological Extensions
•What are the most important advances in data, levels of aggregation, measures and analytical methods?
•Do we now better understand “how” or “why” competitive action occurs?
• …and how action relates to performance?•Have we moved toward a predictive theory of competitive dynamics?
•What more do we need?
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Advocacy Presentations•Three teams – three sets of research articles
– Discuss and present (~10 minutes)• General idea/phenomenon, research questions,
motivation for these studies• Theoretical reasoning
– Key constructs– General hypothesized relationships
• General research approach– Data & measures– Analysis approach– Key findings
•Overall contribution•What’s missing? …and… What’s next?