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Journal articles on the topic 'Hypercompetition'

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Published: 4 June 2021
Last updated: 13 February 2022

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1

Sengupta, J. K. "Model of hypercompetition." International Journal of Systems Science 33, no. 8 (January 2002): 669–75. http://dx.doi.org/10.1080/00207720210155071.

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2

Chung, Chen H. "Time-based hypercompetition." International Journal of Information Systems and Change Management 12, no. 1 (2020): 53. http://dx.doi.org/10.1504/ijiscm.2020.10034335.

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3

Chung, Chen H. "Time-based hypercompetition." International Journal of Information Systems and Change Management 12, no. 1 (2020): 53. http://dx.doi.org/10.1504/ijiscm.2020.112049.

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4

Rougé, Jean-François, and Borislav Chopov. "Hypercompetition & Fiscal Attractiveness." ECONOMICS 4, no. 2 (December 1, 2016): 75–93. http://dx.doi.org/10.1515/eoik-2017-0007.

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Summary Hypercompetition is at the very center of modern economies. As a consequence, both states and enterprises have been heavily engaged in an amoral power game (Colonomos, 2005) based exclusively on strength where tax systems have a prominent role. An obscure fiscal war takes place firstly between states seeking to increase their attractiveness. On the other hand, firms fight against states to optimize their revenues. Therefore, the aim of this paper is to discuss the components and the implications of the competition between states expressed through the establishment of tax havens and the launch of merciless fiscal policies. At the same time, enterprises try to shape the existing laws in a manner that favors their interests, using also aggressive fiscal strategies.
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5

Axelson, L., and J. Axelson. "HYPERCOMPETITION ON HORTICULTURAL MARKETS." Acta Horticulturae, no. 536 (September 2000): 485–92. http://dx.doi.org/10.17660/actahortic.2000.536.58.

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6

Christiansen, Bryan. "Cultural Indoctrination in Global Hypercompetition." International Journal of Productivity Management and Assessment Technologies 4, no. 1 (January 2016): 39–51. http://dx.doi.org/10.4018/ijpmat.2016010104.

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This article examines the potential influence of cultural indoctrination (CI) on international management and corporate performance today in an era of global hypercompetition. The specific organizational function targeted in this work is international human resource management (IHRM). As organizations are confronted with the need to engage with stakeholders from a variety of different cultural backgrounds, the need to understand the ways in which cultural imperatives play into individual and collective performances becomes increasingly important. Based on an encompassing literature review, this article examines the following seven factors which should be included in CI: Child Development, Cultural Institutionalization, Cultural Intelligence, Social Learning Theory, Religion, Social Capital, and Values Orientation Theory (VOT). It is from these factors that a conceptual framework is developed for potential future application in IHRM theory and practice.
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7

Kotzab, Herbert, David B. Grant, Christoph Teller, and Arni Halldorsson. "Supply chain management and hypercompetition." Logistics Research 1, no. 1 (August 16, 2008): 5–13. http://dx.doi.org/10.1007/s12159-008-0002-5.

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8

Daraboš Longin, Maja. "Strategy patterns and corporate competitive advantage in hypercompetition." Ekonomski pregled 69, no. 3 (June 21, 2018): 229–50. http://dx.doi.org/10.32910/ep.69.3.2.

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Action aggressiveness is considered as a firm response to the phenomenon of temporary advantage. Firms able to respond quickly to market demands strengthen their market power and generate advantages; but those that can be even faster, will generate even greater market power and advantage over its competitors. However, there is no guarantee that competitive advantage achieved today will remain unchanged in the long run. The focus is on being prepared to take an action, i.e. the extent to which the firm is willing to participate with competitors and act quickly in the involvement and participation. The dynamics of top management is a very important component of the ability of the firm competitive behavior. The top management team is the kingpin that coordinates and mobilizes organizational resources and efforts for firms’ aggressive competitive engagement. The assumption of being more aggressive at the market and collaborative with competitors is the integration of top management of the firm that depends primarily on compatible traits and members’ communication skills. With a special focus on top management teams, this paper explores the extent to which firms’ certain strategic behavior in hypercompetitive industry can be related to gaining temporary competitive advantage, measured through improving its firm performance. The central goal of this research is to theoretically and empirically define and examine firms’ strategic behavior in hypercompetition through defining new taxonomy of strategy patterns, i.e. firm specific strategic behavior that provides and raises the probability of gaining the competitive advantage in hypercompetitive industries. An important contribution of this research is also reflected in the development of the model that analyze the influence of specific characteristics of top management team (TMT) on pattern firm uses, as well as the relationship between firms’ market position on specific strategic behavior.
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9

Schultz, Brad, and Mary Lou Sheffer. "Explaining Local Television Sports Through Hypercompetition." Electronic News 01, no. 01 (March 2007): 37–52. http://dx.doi.org/10.1207/s19312431en0101_6.

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10

Schultz, Brad, and Mary Lou Sheffer. "Explaining Local Television Sports Through Hypercompetition." Electronic News 1, no. 1 (March 2007): 37–52. http://dx.doi.org/10.1080/19312430709336903.

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11

Akhter, Syed H. "Strategic planning, hypercompetition, and knowledge management." Business Horizons 46, no. 1 (January 2003): 19–24. http://dx.doi.org/10.1016/s0007-6813(02)00275-6.

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12

Veliyath, Rajaram, and Richard A. D'Aveni. "Hypercompetition: Managing the Dynamics of Strategic Maneuvering." Academy of Management Review 21, no. 1 (January 1996): 291. http://dx.doi.org/10.2307/258639.

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13

Monod, Emmanuel, Alan B. Eisner, Yue Cai Hillon, Xuefeng Tian, Kefei Sun, Maocai Zhang, Tianyue Gong, and Yan Li. "New consulting theories for hypercompetition in China?" Academy of Management Proceedings 2018, no. 1 (August 2018): 12808. http://dx.doi.org/10.5465/ambpp.2018.12808abstract.

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14

Zohar, Asaf, and Gareth Morgan. "Refining Our Understanding of Hypercompetition and Hyperturbulence." Organization Science 7, no. 4 (August 1996): 460–64. http://dx.doi.org/10.1287/orsc.7.4.460.

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15

Parayre, Roch, and Dileep Hurry. "Corporate investment and strategic stability in hypercompetition." Managerial and Decision Economics 22, no. 4-5 (2001): 281–98. http://dx.doi.org/10.1002/mde.1021.

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16

Hermelo, Francisco Diaz, and Roberto Vassolo. "Institutional development and hypercompetition in emerging economies." Strategic Management Journal 31, no. 13 (October 27, 2010): 1457–73. http://dx.doi.org/10.1002/smj.898.

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17

Clarke, Chris. "Hypercompetition—Managing the dynamics of strategic manoeuvring." Long Range Planning 28, no. 2 (April 1995): 132. http://dx.doi.org/10.1016/0024-6301(95)90917-6.

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18

D'Aveni, Richard A. "Coping with hypercompetition: Utilizing the new 7S's framework." Academy of Management Perspectives 9, no. 3 (August 1995): 45–57. http://dx.doi.org/10.5465/ame.1995.9509210281.

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19

D'Aveni, Richard A. "Waking up to the new era of hypercompetition." Washington Quarterly 21, no. 1 (March 1998): 183–95. http://dx.doi.org/10.1080/01636609809550302.

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20

Park, Boram, and Suh-Ryung Kim. "On Opsut’s conjecture for hypercompetition numbers of hypergraphs." Discrete Applied Mathematics 160, no. 15 (October 2012): 2286–93. http://dx.doi.org/10.1016/j.dam.2012.05.009.

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21

Lindskov, Annesofie. "Hypercompetition: A Review and Agenda for Future Research." Academy of Management Proceedings 2021, no. 1 (August 2021): 15584. http://dx.doi.org/10.5465/ambpp.2021.15584abstract.

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22

Gummesson, Evert. "In search of marketing equilibrium: Relationship marketing versus hypercompetition." Journal of Marketing Management 13, no. 5 (July 1997): 421–30. http://dx.doi.org/10.1080/0267257x.1997.9964483.

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23

Mahto, Raj V., Saurabh Ahluwalia, and Steve T. Walsh. "The diminishing effect of VC reputation: Is it hypercompetition?" Technological Forecasting and Social Change 133 (August 2018): 229–37. http://dx.doi.org/10.1016/j.techfore.2018.04.018.

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24

Meloche, Martin S., and Richard E. Plank. "Hypercompetition and Strategic Planning in the Retail Food Industry." Journal of Food Products Marketing 12, no. 2 (June 15, 2006): 1–13. http://dx.doi.org/10.1300/j038v12n02_01.

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25

Rühli, Edwin. "“Hypercompetition” and the strategic reorientation of asea brown boveri." Competitive Intelligence Review 7, no. 2 (1996): 36–45. http://dx.doi.org/10.1002/cir.3880070207.

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26

Kriz, Alexandra, Ranjit Voola, and Ulku Yuksel. "The dynamic capability of ambidexterity in hypercompetition: qualitative insights." Journal of Strategic Marketing 22, no. 4 (February 5, 2014): 287–99. http://dx.doi.org/10.1080/0965254x.2013.876075.

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27

Shang, Hangbiao, Peilun Huang, and Yan Guo. "Managerial cognition: the sources of sustainable competitive advantage in hypercompetition." Nankai Business Review International 1, no. 4 (October 22, 2010): 444–59. http://dx.doi.org/10.1108/20408741011082589.

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28

Wiggins, Robert R., and Timothy W. Ruefli. "Schumpeter's ghost: Is hypercompetition making the best of times shorter?" Strategic Management Journal 26, no. 10 (2005): 887–911. http://dx.doi.org/10.1002/smj.492.

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29

Vaisman, E. D., and M. V. Podshivalova. "Small industrial enterprises in Russia: survival in conditions of hypercompetition." SHS Web of Conferences 35 (2017): 01122. http://dx.doi.org/10.1051/shsconf/20173501122.

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30

Christiansen, Bryan, and Fatmanur Kasarcı. "English as a Foreign Language Teaching and Productivity in Global Hypercompetition." International Journal of Innovation in the Digital Economy 7, no. 4 (October 2016): 46–55. http://dx.doi.org/10.4018/ijide.2016100103.

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The global marketplace is characterized by various changes occurring in economic, social, natural, and technological areas. As such, experts in numerous fields are still working to revise various systems and infrastructures to operate in a robust manner within the new realities of today. This article focuses on part of that massive effort by examining the methods used in teaching English as a Foreign Language (EFL) in non-English speaking countries and its potential impact on long-term economic sustainability and productivity since English remains the global business language. The article commences with an introduction to the realities of contemporary globalism that underscore the very purpose for this work, and the subsequent sections present and then synthesize all material to create a paradigm shift in thinking required for teaching EFL in non-English speaking nations.
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31

Winzer, Peter, and Thies Haase. "Prognose des Wettbewerbsverhaltens im Pay-TV-Markt anhand des Hypercompetition-Modells." MedienWirtschaft 9, no. 2 (2012): 12–23. http://dx.doi.org/10.15358/1613-0669-2012-2-12.

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Eine Branchenstrukturanalyse des deutschen Pay-TV-Marktes zeigt, dass (a) dieser Markt hyperkompetitive Züge aufweist und insofern das Hypercompetition-Modell von D’Aveni anwendbar ist sowie (b) die Marktakteure primär über Preis- und Qualitätspositionierungen interagieren. Es ist davon auszugehen, dass auch in (naher) Zukunft der Wettbewerb vor allem in diesen beiden Dimensionen stattfinden wird. Die Position von Sky in diesem Markt bleibt – nach der Auseinandersetzung um die Fußball- Bundesliga-Rechte – nachhaltig geschwächt. Insbesondere konnte Telekom Deutschland mit dem Erwerb der IPTV-Rechte ein deutliches Gegengewicht zu Sky aufbauen. Zudem wurde das Marktpreisniveau für „Bundesliga-Live“ (durch die Angebote von Unitymedia und Telekom Deutschland) stark nach unten verschoben.
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32

Vaisman, E. D., and M. V. Podshivalova. "Assessment of Small Industry Resistance to the Hypercompetition Threats in Regions." Economy of Region 14, no. 4 (December 2018): 1232–45. http://dx.doi.org/10.17059/2018-4-14.

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33

Lindskov, Annesofie, Kristian Johan Sund, Johannes K. Dreyer, and Jiang Yu. "The Global Dynamics of Technology-Intensive Sectors: Are we Seeing Hypercompetition?" Academy of Management Proceedings 2021, no. 1 (August 2021): 13481. http://dx.doi.org/10.5465/ambpp.2021.13481abstract.

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34

Hall, Charles R. "Making Cents of Green Industry Economics." HortTechnology 20, no. 5 (October 2010): 832–35. http://dx.doi.org/10.21273/horttech.20.5.832.

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The green industry complex includes input suppliers (manufacturers and distributors); production firms such as nursery, greenhouse, and sod growers; wholesale distribution firms including importers, brokers, re-wholesalers, and transporters; horticultural service firms providing landscape and urban forestry services such as design, installation, and maintenance; and retail operations including independent garden centers, florists, home improvement centers, and lawn/garden departments at home centers, mass merchandisers, or other chain stores. Many current economic trends and driving forces point to the fact that the green industry is in a period of hypercompetitive rivalry due to the maturing consumer demand. A number of firms have already been forced out of the green industry during the 2008–09 recessionary shakeout period and others continue to exit. To address this issue, a workshop was organized by G. Zinati for the 2009 ASHS annual meeting entitled “Managing and Thriving in Tough Times, When Every Dime Counts!”, which was sponsored by the Nursery Crops (NUR) and Marketing and Economics (MKEC) Working Groups and the American Nursery and Landscape Association (ANLA). This lead-off workshop presentation: 1) provided an overview of current economic conditions and trends and their influence on the green industry, 2) discussed supply-side methods and technologies for controlling costs during an economic downturn, and 3) addressed proactive demand-side differentiation and pricing strategies that will not only help ensure survival, but will also better position green industry firms for competing profitably in this period of hypercompetition.
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35

Sano, Yoshio. "On the hypercompetition numbers of hypergraphs with maximum degree at most two." Discussiones Mathematicae Graph Theory 35, no. 3 (2015): 595. http://dx.doi.org/10.7151/dmgt.1826.

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36

Lu, Min, Qingjun Meng, and Ying Zhang. "Risks and Systematic Countermeasures of Private Banks in an Era of Hypercompetition." Open Journal of Social Sciences 03, no. 07 (2015): 15–22. http://dx.doi.org/10.4236/jss.2015.37003.

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37

Tsai, Yuan-Hui, Sheng-Wuu Joe, Mei-Liang Chen, Chieh-Peng Lin, Hwa-Chun Ma, and Jia-Wei Du. "Assessing team performance: Moderating roles of transactive memory, hypercompetition, and emotional regulation." Human Performance 29, no. 2 (March 14, 2016): 89–105. http://dx.doi.org/10.1080/08959285.2016.1154059.

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38

Lee, Kah-Wee. "Transforming Macau: Planning as Institutionalized Informality and the Spatial Dynamics of Hypercompetition." Environment and Planning A: Economy and Space 46, no. 11 (January 1, 2014): 2622–37. http://dx.doi.org/10.1068/a130007p.

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This paper examines the crucial years between 2002 and 2012 when land enclosures, reclamation works, and architectural production transformed the urban landscape of Macau. Building on the literature on urban informality, I first analyze how planning as institutionalized informality unmapped the city of Macau through a complex medium of neoliberal ethos, technical rationality, and geopolitical calculations. Then, I show how the casino concessionaires remapped the city in a highly competitive milieu by tracing how they maneuvered to secure relative locational advantage. This analysis shows the importance of framing mapping and unmapping as a simultaneous dialectical process so as to render the creative–destructive dynamic of capitalist urban transformation. It also suggests how we can further the analysis of urban planning as an informalized practice and institution.
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39

HUANG, JIMMY, DANIEL FASNACHT, KEN STARKEY, and SUE TEMPEST. "THE DEVELOPMENT OF ARCHITECTURAL AMBIDEXTERITY: INFORMATION TECHNOLOGY IN AN AGE OF HYPERCOMPETITION." Academy of Management Proceedings 2006, no. 1 (August 2006): E1—E6. http://dx.doi.org/10.5465/ambpp.2006.27169090.

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40

McNamara, Gerry, Paul M. Vaaler, and Cynthia Devers. "Same as it ever was: the search for evidence of increasing hypercompetition." Strategic Management Journal 24, no. 3 (2003): 261–78. http://dx.doi.org/10.1002/smj.295.

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41

Harvey, Michael, Milorad M. Novicevic, and Timothy Kiessling. "Hypercompetition and the future of global management in the twenty-first century." Thunderbird International Business Review 43, no. 5 (2001): 599–616. http://dx.doi.org/10.1002/tie.1017.

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42

Craig, Tim. "The Japanese Beer Wars: Initiating and Responding to Hypercompetition in New Product Development." Organization Science 7, no. 3 (June 1996): 302–21. http://dx.doi.org/10.1287/orsc.7.3.302.

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43

Hanssen-Bauer, Jon, and Charles C. Snow. "Responding to Hypercompetition: The Structure and Processes of a Regional Learning Network Organization." Organization Science 7, no. 4 (August 1996): 413–27. http://dx.doi.org/10.1287/orsc.7.4.413.

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44

Fiegenbaum, Avi, Howard Thomas, and Ming-Je Tang. "Linking hypercompetition and strategic group theories: strategic maneuvering in the US insurance industry." Managerial and Decision Economics 22, no. 4-5 (2001): 265–79. http://dx.doi.org/10.1002/mde.1015.

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45

Lee, Chi-Hyon, N. Venkatraman, Hüseyin Tanriverdi, and Bala Iyer. "Complementarity-based hypercompetition in the software industry: Theory and empirical test, 1990-2002." Strategic Management Journal 31, no. 13 (October 27, 2010): 1431–56. http://dx.doi.org/10.1002/smj.895.

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46

TERESHCHENKO, Hanna, and Nadiia LYS. "Global innovative hypercompetition and its impact on the activities of domestic insurance companies." Naukovi pratsi NDFI 2017, no. 79 (June 25, 2017): 88–96. http://dx.doi.org/10.33763/npndfi2017.02.088.

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47

Sharkey, Thomas W., and Don R. Beeman. "On the edge of hypercompetition in higher education: the case of the MBA." On the Horizon 16, no. 3 (August 15, 2008): 143–51. http://dx.doi.org/10.1108/10748120810901440.

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48

Rüth, René, and Torsten Netzer. "The key elements of cultural intelligence as a driver for digital leadership success." Leadership, Education, Personality: An Interdisciplinary Journal 2, no. 1 (January 8, 2020): 3–8. http://dx.doi.org/10.1365/s42681-019-00005-x.

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AbstractIn today‘s globalized economy, being successful in an industry almost necessarily implies an international approach of doing business. Restricting one’s economic activities to the domestic market will ultimately lead to disadvantages in comparison to multinational companies which are able to grow rapidly in emerging markets. The digital transformation further increases the possibilities for companies that operate across national borders and has become the enabler to serve customers all around the world and increase the responsiveness of the business in all areas. At the same time this fact further increases the pressure on companies driving global hypercompetition. In order to survive in this globalized, hypercompetitive world companies need to embrace the opportunity and internationalize their business. One of the main tools for successfully operating in different business cultures is the ability to manage the workforce in an international environment. Not only the foreignness of the new markets a company is operating in but also the different cultures of the team members are challenging modern leaders. The concept of cultural intelligence (CQ) provides the toolset to manage a diverse workforce from various cultural backgrounds within one organizational framework. CQ will be explained and its importance for digital leadership will be discussed. Especially when communication across borders and interaction between members and customers from different cultural background happens in real-time it is important to understand and interpret behavior correctly and communicate or act with a high and flexible cultural awareness. This is where the paper will line out that CQ has become an important tool for leadership success in a digital world and will explain the key elements of CQ with the highest influence on leadership in this digital setting.
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49

Беседин, Александр, and Aleksandr Besedin. "ORIGIN, MOVING FORCES AND DISTINCTIVE SIGNS OF THE GLOBAL ECONOMICS: THE FORMATION OF HYPERCOMPETITION." Economy of the XXI century: innovations, investments, education 6, no. 1 (January 29, 2019): 2–19. http://dx.doi.org/10.12737/article_5c4ff62d443234.26871579.

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50

Rühli, Edwin. "The concept of hypercompetition—a new approach to strategic management in large multinational firms." Strategic Change 6, no. 7 (November 1997): 377–90. http://dx.doi.org/10.1002/(sici)1099-1697(199711)6:7<377::aid-jsc314>3.0.co;2-1.

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