Managing in Times of Disorder: Hypercompetitive Organizational Responses(Organization Science)

Strong forces of change are reshaping the management landscape. TodayÆs business environment is fraught with uncertainty, diverse global players, rapid technological change, widespread price wars, and seemingly endless reorganization. The editors and contributors of Managing in Times of Disorder demonstrate that a far-reaching shift has occurred in the venture of competition that has resulted in a new organizational paradigmùhypercompetition. The innovative chapters in this groundbreaking volume form a complex fabric of new theoretical frameworks, models, strategies, organizational forms, and interdisciplinary methods that address hypercompetitive environments in a radically new way. The authorsÆ findings reveal new patterns of language, metaphor, structure, and strategy that are necessary for business survival in chaotic times. Managing in Times of Disorder will be of interest to students and professionals in organization studies and management.

Table of Contents:
Introduction PART ONE: FORCES DRIVING HYPERCOMPETITION Empirical Evidence The Two Faces of Competition - L G Thomas, III Dynamic Resourcefulness and the Hypercompetitive Shift Austrian and Industrial Organization Perspectives on Firm-Level Competitive Activity and Performance - Greg Young, Ken G Smith and Curtis M Grimm International Perspective Hypercompetition, Japanese Style - Hiroyuki Itami PART TWO: HYPERCOMPETITIVE RESPONSES: NEW ORGANIZATIONAL FORMS AND STRATEGIES Denial The Paralysis of Deep Pockets - James L Bailey Acceleration Building a Leadership Position in a Hypercompetitive Technology Market - Peter Neupert Technological Platforms and Diversification - Dong-Jae Kim and Bruce Kogut The Japanese Beer Wars - Tim Craig Initiating and Responding to Hypercompetition in New Product Development Eating Your Own Lunch - Barrie R Nault and Mark B Vandenbosch Protection through Preemption Vertical Integration and Rapid Response in the Fashion Apparel Industry - James Richardson Management Hypercompetition in a Multimarket Environment - Javier Gimeno and Carolyn Y Woo The Role of Strategic Similarity and Multimarket Contact on Competitive Deescalation Adaptation Toward the Flexible Form - Henk W Volberda How To Remain Vital in Hypercompetitive Environments Prospering in Dynamically-Competitive Environments - Robert M Grant Organization Capability as Knowledge Creation Social Capital, Structural Holes and the Formation of an Industry Network - Gordon Walker, Bruce Kogut and Weijian Shan Responding to Hypercompetition - Jan Hanssen-Bauer and Charles C Snow The Structure and Processes of a Regional Learning Network Organization Social Networks, Learning and Flexibility - Julia Porter Liebeskind et al Sourcing Scientific Knowledge in New Biotechnology Firms Garbage Cans and Advancing Hypercompetition - Anne D Smith and Carl Zeithaml The Creation and Exploitation of New Capabilities and Strategic Flexibility in Two Regional Bell Operating Companies The Evolution of Intracorporate Domains - D Charles Galunic and Kathleen M Eisenhardt Divisional Charter Losses in High-Technology, Multidivisional Corporations Spontaneous Organizational Reconfiguration - Kenneth E Aupperle A Historical Example Based on Xenophon′s Anabasis PART THREE: OTHER PERSPECTIVES The Dark Side of the New Organizational Forms - Bart Victor and Carroll U Stephens An Editorial Essay Refining Our Understanding of Hypercompetition and Hyperturbulence - Asaf Zohar and Gareth Morgan