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Wharton on Dynamic Competitive Strategy
George S. Day (Edited by), GS Day (Author), David J. Reibstein (Edited by)
9780471689577, Wiley
Paperback / softback, published 3 September 2004
480 pages
22.6 x 14.7 x 2.8 cm, 0.635 kg
Die Wharton Business School ist die älteste Institution ihrer Art in Amerika und eine der bestangesehenen der Welt. Ein Expertenteam aus fünf verschiedenen Fachgebieten in Wharton diskutiert hier eine der wichtigsten Fragen für ein Unternehmen der Gegenwart - die Sicherung der Wettbewerbsfähigkeit. Neueste Konzepte kreativer Strategien werden vorgestellt.
Introduction: The Dynamic Challenges for Theory and Practice 1 PART I: UNDERSTANDING ADVANTAGES IN A CHANGING COMPETITIVE ENVIRONMENT 19 Chapter 1. Assessing Competitive Arenas: Who Are Your Competitors? 23 Chapter 2. Maintaining Competitive Edge: Creating and Sustaining Advantages in Dynamic Competitive Environments 48 Chapter 3. Integrating Policy Trends into Dynamic Advantage 76 Chapter 4. Technology-Driven Environmental Shifts and the Sustainable Competitive Disadvantage of Previously Dominant Companies 99 PART II: ANTICIPATING COMPETITORS' ACTIONS 123 Chapter 5. Game Theory and Competitive Strategy 127 Chapter 6. Behavioral Theory and Naïve Strategic Reasoning 151 Chapter 7. Coevolution: Toward a Third Frame for Analyzing Competitive Decision Making 177 Chapter 8. Anticipating Reactions: Factors That Shape Competitor Responses 198 Chapter 9. Understanding Competitive Relationships 220 PART III: FORMULATING DYNAMIC COMPETITIVE STRATEGIES 233 Chapter 10. Creative Strategies for Responding to Competitive Actions 237 Chapter 11. Preemptive Strategies 256 Chapter 12. Signaling to Competitors 277 Chapter 13. Commitment: How Narrowing Options Can Improve Competitive Positions 293 Chapter 14. Antitrust Constraints to Competitive Strategy 313 PART IV: CHOOSING AMONG ALTERNATIVE COMPETITIVE STRATEGIES 339 Chapter 15. Using Conjoint Analysis to View Competitive Interaction through the Customer's Eyes 343 Chapter 16. The Competitive Dynamics of Capabilities: Developing Strategic Assets for Multiple Futures 368 Chapter 17. Putting the Lesson Before the Test: Using Simulation to Analyze and Develop Competitive Strategies 395 Notes 424 Index 451
George S. Day
George S. Day
Elizabeth E. Bailey
Eric K. Clemons
Teck Hua Ho and Keith Weigelt
Robert J. Meyer and Darryl Banks
Eric J. Johnson and J. Edward Russo
S. Venkataraman, Ming-Jer Chen, and Ian C. MacMillan
Jagmohan S. Raju and Abhik Roy
Hubert Gatignon and David Reibstein
Jerry Wind
Oliver P. Heil, George S. Day, and David J. Reibstein
Louis A. Thomas
Dennis A. Yao
Paul E. Green and Abba M. Krieger
Paul J. H. Schoemaker and Raphael Amit
David J. Reibstein and Mark J. Chussil
Subject Areas: Business & management [KJ]
