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The Oligopolist's Discordance Made Acceptable? Enacting Socially-Embedded Knowledge to Act it Out in One's Favor

Baumard, Philippe; Ibert, Jérôme (1998), The Oligopolist's Discordance Made Acceptable? Enacting Socially-Embedded Knowledge to Act it Out in One's Favor, Academy of Management Annual Meeting, 1998-09, San Diego, Etats-Unis

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Type
Communication / Conférence
Date
1998
Conference title
Academy of Management Annual Meeting
Conference date
1998-09
Conference city
San Diego
Conference country
Etats-Unis
Pages
29
Metadata
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Author(s)
Baumard, Philippe
Ibert, Jérôme
Abstract (FR)
L'effet de surprise stratégique demande une préparation. Il n'y a pas de surprise si les concurrents peuvent deviner les intentions ex-ante. Nous examinons comment un dirigeant éclairé réussit à activer les règles du jeu des acteurs d'un district en sa propre faveur. Les données analysées suggèrent que les firmes peuvent mener une stratégie efficace (a) en identifiant les leviers de la connaissance collective (b) en les utilisant pour amortir les réactions hostiles de la concurrence.
Abstract (EN)
Strategic surprise lies in wait. There is no surprise if competitors can figure out one's intentions before end. We examine how enlightened strategists can enact the socially-embedded knowledge that prevails over competitors' behavior to their very own favor. Findings suggest that firms can strategize successfully by (a) identifying the levers of collective knowledge; (b) using them as to deter competitors from reacting
Subjects / Keywords
relation dialectique entre les stratégies collectives et les stratégies concurrentielles; dialectical relationship between collective and competitive strategizing; connaissance collective; connaissance sociale; collective knowledge; oligopoles
JEL
L1 - Market Structure, Firm Strategy, and Market Performance
L13 - Oligopoly and Other Imperfect Markets
L26 - Entrepreneurship