toward an integration of competitive dynamics, organizational learning, and
institutional perspectives ; presented at the Academy of Management annual
meeting, New Orleans, Louisiana, August 2004
Boyd, Jens L.; Bresser, Rudi K. F.
Year of publication:
Competitive dynamics, organizational learning and institutional theory are
used to predict the evolution of competitive action patterns. We develop
hypotheses pertaining to the preservation and introduction of competitive
actions into firms’ competitive repertoires and the performance effects of
such changes. Additionally, the performance effects of action patterns
conforming to institutional norms are assessed. We use a data set from the US
retail industry to test our model. Our findings suggest that firms preserve
actions that were performing well in the past, and they preserve and introduce
actions that are highly legitimate. Converging action patterns have negative
implications for performance, and conforming to institutional norms affects
firm-performance in a U-shaped manner.