[1] D'Aveni R. A. Hypercompetition:Managing the Dynamics of Strategic Maneuvering[M]. New York:Free Press, 1994
[2] Grimm C. M., Lee H., Smith K. G. Strategy as Action:Competitive Dynamics and Competitive Advantage[M]. New York:Oxford University Press, 2005
[3] Chen M. J., Kuo-Hsien S. U., Tsai W. Competitive Tension:the Awareness-Motivation-Capability Perspective[J]. Academy of Management Journal, 2007,50(1):101-118
[4] 谢洪明,蓝海林,叶广宇,等. 动态竞争:中国主要彩电企业的实证研究[J]. 管理世界, 2003,(4):77-86
[5] Chen M. J. Competitive Dynamics Research:An Insider's Odyssey[J]. Asia Pacific Journal of Management, 2009,26(1):5-25
[6] 田志龙,邓新明,Taieb H. 企业市场行为、非市场行为与竞争互动——基于中国家电行业的案例研究[J]. 管理世界, 2007,(8):116-128
[7] 邓新明. 企业竞争行为的回应预测研究[J]. 南开管理评论, 2010,13(2):52-60
[8] Chen M. J., Hambrick D. C. Speed, Stealth, and Selective Attack:How Small Firms Differ from Large Firms in Competitive Behavior[J]. Academy of Management Journal, 1995,38(2):453-482
[9] Smith K. G., Grimm C. M., Gannon M. J. Dynamics of Competitive Strategy[M]. Newbury Park:Sage Publications, 1992
[10] Porter M. E. Competitive Strategy[M]. New York:Free Press, 1980
[11] Porter M. E. Competitive Advantage:Creating and Sustaining Superior Performance[M]. New York:Free Press, 1985
[12] Grimm C. M., Smith K. G. Strategy as Action:Industry Rivalry and Coordination[M]. Cincinnati:South-Western College Pub, 1997
[13] Hsieh K. Y., Tsai W., Chen M. J. If They Can Do It, Why Not Us? Competitors as Reference Points for Justifying Escalation of Commitment[J]. Academy of Management Journal, 2015,58(1):38-58
[14] Upson J., Ketchen D., Connelly B., et al. Competitor Analysis and Foothold Moves[J]. Academy of Management Journal, 2012,55(1):93-110
[15] Tsai W., Su K. H., Chen M. J. Seeing through the Eyes of A Rival:Competitor Acumen Based on Rival-Centric Perceptions[J]. Academy of Management Journal, 2011,54(4):761-778
[16] Chen M. J., Miller D. Competitive Dynamics:Themes, Trends, and A Prospective Research Platform[J]. Academy of Management Annals, 2012,6(1):135-210
[17] 谢武,陈晓剑. 关于我国企业竞争活动反应特性的相关关系研究[J]. 管理工程学报, 2004,18(3):59-64
[18] 汪克夷,冯桂平. 基于市场信号的竞争反应预测[J]. 东南大学学报(哲学社会科学版), 2007,9(3):18-22
[19] 吴航. 动态能力的维度划分及对创新绩效的影响——对Teece经典定义的思考[J]. 管理评论, 2016,28(3):76-83
[20] Peng M. W., Heath P. S. The Growth of the Firm in Planned Economies in Transition:Institutions, Organizations, and Strategic Choice[J]. Academy of Management Review, 1996,21(2):492-528
[21] Shaffer B., Quasney T. J., Grimm C. M. Firm Level Performance Implications of Nonmarket Actions[J]. Business & Society, 2000,39(2):126-143
[22] 刘林. 基于信号理论视角下的企业家政治联系与企业市场绩效的关系研究[J]. 管理评论, 2016,28(3):93-105
[23] 卫武. 企业非市场与市场行为及其竞争特点对企业绩效的影响研究[J]. 南开管理评论, 2009,12(2):37-51
[24] Baum J. A. C., Korn H. J. Competitive Dynamics of Interfirm Rivalry[J]. Academy of Management Journal, 1996,39(2):255-291
[25] Schumpeter J. A. Capitalism, Socialism, and Democracy[M]. New York:Harper & Brothers, 1934
[26] Thomas L. G., D'Aveni R. A. The Changing Nature of Competition in the U.S. Manufacturing Sector, 1950-2002[J]. Strategic Organization, 2009,7(4):387-431
[27] Kirzner I. M. On the Method of Austrian Economics[J]. The Foundations of Modern Austrian Economics, 1976,(1):40-51
[28] Derfus P. J., Maggitti P. G., Grimm C. M., et al. The Red Queen Effect:Competitive Actions and Firm Performance[J]. Academy of Management Journal, 2008,51(1):61-80
[29] Quasney T. J. Competitive Interaction:A Study of Market, Nonmarket and Integrated Competitive Behavior[D]. University of Maryland(Ph. D. Dissertation), 2003
[30] Baron D. P. Integrated Strategy and International Trade Disputes:The Kodak-Fujifilm Case[J]. Journal of Economics & Management Strategy, 1997,6(1):291-346
[31] Baron D. P. Business and Its Environment[M]. New Jersey:Prentice Hall, 2005
[32] Connelly B. L., Tihanyi L., Ketchen D. J., et al. Competitive Repertoire Complexity:Governance Antecedents and Performance Outcomes[J]. Strategic Management Journal, 2017,38(5):1151-1173
[33] Epstein E. M. The Corporation in American Politics[M]. New Jersey:Prentice Hall, 1969
[34] MacMillan I. C. Strategy Formulation:Political Concepts[M]. Minnesota:West Publishing Company, 1978
[35] Chen M. J. Competitor Analysis and Interfirm Rivalry:Toward A Theoretical Integration[J]. Academy of Management Review, 1996,21(1):100-134
[36] Ferrier W. J. Navigating the Competitive Landscape:The Drivers and Consequences of Competitive Aggressiveness[J]. Academy of Management Journal, 2001,44(4):858-877
[37] Yu T., Cannella A. A. Rivalry between Multinational Enterprises:An Event History Approach[J]. Academy of Management Journal, 2007,50(3):665-686
[38] Jayachandran S., Gimeno J., Varadarajan P. R. The Theory of Multimarket Competition:A Synthesis and Implications for Marketing Strategy[J]. The Journal of Marketing, 1999,63(3):49-66
[39] Barney J. Firm Resources and Sustained Competitive Advantage[J]. Journal of Management, 1991,17(1):99-120
[40] Collis D. J. A Resource-Based Analysis of Global Competition:the Case of the Bearings Industry[J]. Strategic Management Journal, 1991,12(S1):49-68
[41] Gimeno J., Woo C. Y. Hypercompetition in A Multimarket Environment:the Role of Strategic Similarity and Multimarket Contact in Competitive De-escalation[J]. Organization Science, 1996,7(3):322-341
[42] Bergen M., Peteraf M. A. Competitor Identification and Competitor Analysis:A Broad-Based Managerial Approach[J]. Managerial and Decision Economics, 2002,23(4-5):157-169
[43] Porac J. F., Thomas H. Taxonomic Mental Models in Competitor Definition[J]. Academy of Management Review, 1990,15(2):224-240
[44] Peteraf M. A., Bergen M. E. Scanning Dynamic Competitive Landscapes:A Market-Based and Resource-Based Framework[J]. Strategic Management Journal, 2003,24(10):1027-1041
[45] Baum J., Korn H. Dynamics of Dyadic Competitive Interaction[J]. Strategic Management Journal, 1999,20(1):251-278
[46] Evans W. N., Kessides I. N. Living by the "Golden Rule":Multimarket Contact in the US Airline Industry[J]. The Quarterly Journal of Economics, 1994,109(2):341-366
[47] Barnett W. P., McKendrick D. G. Why Are Some Organizations More Competitive than Others? Evidence from A Changing Global Market[J]. Administrative Science Quarterly, 2004,49(4):535-571
[48] Miller D., Chen M. J. Non-conformity in Competitive Repertoires:A Sociological View of Markets[J]. Social Forces, 1996,74(4):1209-1234
[49] Jauch L. R., Osborn R. N., Martin T. N. Structured Content Analysis of Cases:A Complementary Method for Organizational Research[J]. Academy of Management Review, 1980,5(4):517-525
[50] Yin R. K. Case Study Research:Design and Methods[M]. London:Sage Publications, 1994
[51] Sirmon D. G., Hitt M. A., Ireland R. D. Managing Firm Resources in Dynamic Environments to Create Value:Looking Inside the Black Box[J]. Academy of Management Review, 2007,32(1):273-292
[52] Sirmon D. G., Hitt M. A., Ireland R. D., et al. Resource Orchestration to Create Competitive Advantage:Breadth, Depth, and Life Cycle Effects[J]. Journal of Management, 2011,37(5):1390-1412
[53] Ployhart R. E., Weekley J. A., Ramsey J. The Consequences of Human Resource Stocks and Flows:A Longitudinal Examination of Unit Service Orientation and Unit Effectiveness[J]. Academy of Management Journal, 2009,52(5):996-1015
[54] Zhang Y., Rajagopalan N. When the Known Devil Is Better than An Unknown God:An Empirical Study of the Antecedents and Consequences of Relay CEO Successions[J]. Academy of Management Journal, 2004,47(4):483-500
[55] Hult G. T. M., Ketchen D. J., Cavusgil S. T., et al. Knowledge As A Strategic Resource in Supply Chains[J]. Journal of Operations Management, 2006,24(5):458-475
[56] Young G., Smith K. G., Grimm C. M. "Austrian" and Industrial Organization Perspectives on Firm-Level Competitive Activity and Performance[J]. Organization Science, 1996,7(3):243-254
[57] Lenway S. A., Rehbein K. Leaders, Followers, and Free Riders:An Empirical Test of Variation in Corporate Political Involvement[J]. Academy of Management Journal, 1991,34(4):893-905
[58] Baysinger B. D. Domain Maintenance As An Objective of Business Political Activity:An Expanded Typology[J]. Academy of Management Review, 1984,9(2):248-258
[59] Aharoni Y. In Search for the Unique:Can Firm-Specific Advantages Be Evaluated?[J]. Journal of Management Studies, 1993,30(1):31-44
[60] Schuler D. A. Corporate Political Strategy and Foreign Competition:the Case of the Steel Industry[J]. Academy of Management Journal, 1996,39(3):720-737
[61] Schuler D. A., Rehbein K., Cramer R. D. Pursuing Strategic Advantage through Political Means:A Multivariate Approach[J]. Academy of Management Journal, 2002,45(4):659-672
[62] Saparito P. A., Chen C. C., Sapienza H. J. The Role of Relational Trust in Bank-Small Firm Relationships[J]. Academy of Management Journal, 2004,47(3):400-410
[63] Chen M. J., MacMillan I. C. Nonresponse and Delayed Response to Competitive Moves:The Roles of Competitor Dependence and Action Irreversibility[J]. Academy of Management Journal, 1992,35(3):539-570
[64] Chen M. J., Farh J. L., MacMillan I. C. An Exploration of the Expertness of Outside Informants[J]. Academy of Management Journal, 1993,36(6):1614-1632
[65] Young G. "Strategic Value Analysis" for Competitive Advantage[J]. Competitive Intelligence Review, 1999,10(2):52-64
[66] Hamel G., Prahalad C. K. Corporate Imagination and Expeditionary Marketing[J]. Harvard Business Review, 1990,69(4):81-92
[67] Chen M. J., Miller D. Competitive Attack, Retaliation and Performance:An Expectancy-Valence Framework[J]. Strategic Management Journal, 1994,15(2):85-102
[68] Snijders T., Bosker R. Multilevel Modeling:An Introduction to Basic and Advanced Multilevel Modeling[M]. London:Sage Publications, 1999
[69] Haleblian J., McNamara G., Kolev K., et al. Exploring Firm Characteristics that Differentiate Leaders from Followers in Industry Merger Waves:A Competitive Dynamics Approach[J]. Strategic Management Journal, 2012,33(9):1037-1052
[70] Hillman A. J. Determinants of Political Strategies in US Multinationals[J]. Business & Society, 2003,42(4):455-484
[71] Heil O., Robertson T. S. Toward a Theory of Competitive Market Signaling:A Research Agenda[J]. Strategic Management Journal, 1991,12(6):403-418
[72] Heil O. P., Walters R. G. Explaining Competitive Reactions to New Products:An Empirical Signaling Study[J]. Journal of Product Innovation Management, 1993,10(1):53-65
[73] Hillman A. J., Wan W. P. The Determinants of MNE Subsidiaries' Political Strategies:Evidence of Institutional Duality[J]. Journal of International Business Studies, 2005,36(3):322-340
[74] McGrath R. G., Chen M. J., MacMillan I. C. Multimarket Maneuvering in Uncertain Spheres of Influence:Resource Diversion Strategies[J]. Academy of Management Review, 1998,23(4):724-740
[75] Gimeno J. Reciprocal Threats in Multimarket Rivalry:Staking Out ‘Spheres of Influence’ in the US Airline Industry[J]. Strategic Management Journal, 1999,20(2):101-128
[76] Litz R. A., Pollack. Interfirm Rivalry between Small Hardware Stores and "Big Box" Retailers:Market Commonality and Product Mix Similarity as Antecedents to Competitive Response. Journal of Small Business Management, 2015,53(2):436-449
[77] Frooman J. Stakeholder Influence Strategies[J]. Academy of Management Review, 1999,24(2):191-205
[78] Haley U. C. V. Corporate Contributions As Managerial Masques:Reframing Corporate Contributions As Strategies to Influence Society[J]. Journal of Management Studies, 1991,28(5):485-510
[79] Berman S. L., Wicks A. C., Kotha S., et al. Does Stakeholder Orientation Matter? The Relationship between Stakeholder Management Models and Firm Financial Performance[J]. Academy of Management Journal, 1999,42(5):488-506 |