Strategy As Action: Competitive Dynamics and Competitive Advantage by Curtis M. GrimmStrategy As Action: Competitive Dynamics and Competitive Advantage by Curtis M. Grimm

Strategy As Action: Competitive Dynamics and Competitive Advantage

byCurtis M. Grimm, Hun Lee, Ken G. Smith

Hardcover | August 12, 2005

Pricing and Purchase Info

$30.97 online 
$61.95 list price save 50%
Earn 155 plum® points
Quantity:

Ships within 1-3 weeks

Ships free on orders over $25

Not available in stores

about

Strategy as Action presents an action plan for how firms can build, improve, and defend their competitive advantage at every stage of their life cycle. For start-up firms entering a market, it provides a model for exploiting competitive uncertainty and blind spots; for growth firms who haveestablished some market advantages, it provides an action plan for exploiting relative resources; for mature firms, it explains how to exploit market position; finally, for firms that have no decisive resource advantage, it provides an action plan based on firm co-operative reactions.
Curtis M. Grimm is at University of Maryland. Hun Lee is at George Mason University.
Loading
Title:Strategy As Action: Competitive Dynamics and Competitive AdvantageFormat:HardcoverDimensions:288 pages, 6.42 × 9.29 × 0.98 inPublished:August 12, 2005Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0195161440

ISBN - 13:9780195161441

Look for similar items by category:

Reviews

Table of Contents

Part I. The New Competitive Advantage1. Disruptive Competition: Intensifying Actions and Reactions in the Twenty-First CenturyPart II. Strategic Paradigms of Competitive Advantage2. Economic Theories of Competition and Competitive Advantage: Neoclassical, Industrial Organization Economics, Game Theory, Schumpeterian, and Evolutionary Economics3. Knowing Your Relative Market Position4. Knowing Your Relative Resource PositionPart III. Action-Based Dynamic Model of Competitive Advantage5. An Action-Reaction Framework for Building Competitive Advantage6. Avoiding Rivals with Entrepreneurial Actions: Exploiting Competitive Uncertainty and Blind Spots7. Engaging Rivals with Ricardian Actions: Exploiting Ownership of Superior Resources8. Defending against Rivals as a Dominant Firm: The Role of Deterrent Actions9. Winning the Peace10. Using the Action Model: Predicting the Behavior of Rivals11. Strategy as Action: Integration and Evolution of Resource PositionsNotesIndex