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Competitive Rationales: Beneath the Surface of Competitive Behavior.

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Summary
This summary is machine-generated.

Rivals

Keywords:
competitive dynamicscompetitive intentcompetitive rationalesmanagerial cognitionstrategic forbearancetactical actions

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Area of Science:

  • Business Strategy
  • Organizational Behavior
  • Competitive Dynamics

Background:

  • Competitive dynamics research traditionally examines rivals' ability and likelihood to act.
  • Focus has been on indirect factors like action characteristics, firm attributes, and context.
  • A gap exists in understanding the specific triggers for initiating competitive actions.

Purpose of the Study:

  • To explore the specific reasons (rationales) why rivals initiate competitive actions at particular times and situations.
  • To introduce and conceptualize 'competitive rationales' from the philosophy of action literature.
  • To develop a framework for understanding the types and scope of these rationales.

Main Methods:

  • An inductive, multicase study was conducted.
  • Data comprised over 800 discrete tactical decisions from 9 professional basketball coaches across 15 games.
  • Analysis focused on identifying and categorizing the underlying reasons for these decisions.

Main Results:

  • Most competitive rationales were not directly rivalrous.
  • Key rationales were organizational (resource optimization, strategic consistency, reputation) and social (relationship management).
  • Rationales extended beyond immediate competition to encompass longer-term strategic outcomes and stakeholders.

Conclusions:

  • Competitive rationales are complex and often subtle, challenging rivals' awareness.
  • Motivation influences both action and forbearance, not just action initiation.
  • Capability is both a prerequisite for and a result of competitive actions, reshaping the AMC model.