 Wharton on Dynamic Competitive Strategy
ISBN: 978-0-471-17207-9
Hardcover
480 pages
May 1997
US $55.00
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PART I: UNDERSTANDING ADVANTAGES IN A CHANGING COMPETITIVE ENVIRONMENT.
Chapter 1. Assessing Competitive Arenas: Who Are Your Competitors? (G. Day).
Chapter 2. Maintaining Competitive Edge: Creating and Sustaining Advantages in Dynamic Competitive Environments (G. Day).
Chapter 3. Integrating Policy Trends into Dynamic Advantage (E. Bailey).
Chapter 4. Technology-Driven Environmental Shifts and the Sustainable Competitive Disadvantage of Previously Dominant Companies (E. Clemons).
PART II: ANTICIPATING COMPETITORS' ACTIONS.
Chapter 5. Game Theory and Competitive Strategy (T. Ho & K. Weigelt).
Chapter 6. Behavioral Theory and Naïve Strategic Reasoning (R. Meyer & D. Banks).
Chapter 7. Coevolution: Toward a Third Frame for Analyzing Competitive Decision Making (E. Johnson & J. Russo).
Chapter 8. Anticipating Reactions: Factors That Shape Competitor Responses (S. Venkataraman, et al.).
Chapter 9. Understanding Competitive Relationships (J. Raju & A. Roy).
PART III: FORMULATING DYNAMIC COMPETITIVE STRATEGIES.
Chapter 10. Creative Strategies for Responding to Competitive Actions (H. Gatignon & D. Reibstein).
Chapter 11. Preemptive Strategies (J. Wind).
Chapter 12. Signaling to Competitors (O. Heil et al.).
Chapter 13. Commitment: How Narrowing Options Can Improve Competitive Positions (L. Thomas).
Chapter 14. Antitrust Constraints to Competitive Strategy (D. Yao).
PART IV: CHOOSING AMONG ALTERNATIVE COMPETITIVE STRATEGIES.
Chapter 15. Using Conjoint Analysis to View Competitive Interaction through the Customer's Eyes (P. Green & A. Krieger).
Chapter 16. The Competitive Dynamics of Capabilities: Developing Strategic Assets for Multiple Futures (P. Schoemaker & R. Amit).
Chapter 17. Putting the Lesson Before the Test: Using Simulation to Analyze and Develop Competitive Strategies (D. Reibstein & M. Chussil).
Notes.
Index.
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