Competitive Organizational Behavior: Toward an Organizationally‐Based Theory of Competitive Advantage

Competitive Organizational Behavior: Toward an Organizationally‐Based Theory of Competitive... Strategy implementation scholars have traditionally focused their attention on behavioral and social phenomenc in a firm that enable it to both choose and implement its strategies. Unfortunately, some of this work has assumed that it is possible to study strategy implementation independent of the content of a firm's strategies, and independent of the particular competitive context within which a firm operates. Recent developments in the resource‐based view of the firm reaffirm the importance of studying the strategic consequences of behavioral and social phenomena within a firm, but suggest that separating this work from the content of strategy, or from the competitive context of a firm, is inappropriate. The papers in this special issue focus on important behavioral and social phenomena in a firm (e.g., organizational behavior), but do so in an explicit competitive context (e.g., competitive organizational behavior). http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Competitive Organizational Behavior: Toward an Organizationally‐Based Theory of Competitive Advantage

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Publisher
Wiley
Copyright
Copyright © 1994 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250150902
Publisher site
See Article on Publisher Site

Abstract

Strategy implementation scholars have traditionally focused their attention on behavioral and social phenomenc in a firm that enable it to both choose and implement its strategies. Unfortunately, some of this work has assumed that it is possible to study strategy implementation independent of the content of a firm's strategies, and independent of the particular competitive context within which a firm operates. Recent developments in the resource‐based view of the firm reaffirm the importance of studying the strategic consequences of behavioral and social phenomena within a firm, but suggest that separating this work from the content of strategy, or from the competitive context of a firm, is inappropriate. The papers in this special issue focus on important behavioral and social phenomena in a firm (e.g., organizational behavior), but do so in an explicit competitive context (e.g., competitive organizational behavior).

Journal

Strategic Management JournalWiley

Published: Dec 1, 1994

References

  • Putting top managers back in the strategy picture
    Hambrick, Hambrick

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