Toward a social practice theory of relational competing
Toward a social practice theory of relational competing
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走向关系竞争的社会实践理论
DOI：
10.1002/smj.2724
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发表时间：
2017
影响因子：
8.3
通讯作者：
Jarzabkowski P
中科院分区：
文献类型：
--
作者：
Jarzabkowski P
研究摘要：本文汇集了竞争动力学和战略实践文献来研究关系竞争。借鉴全球再保险市场的民族志，我们发展了微观竞争的概念，这是竞争对手日常竞争实践的焦点。我们发现个体竞争者在微观竞争的各个阶段、微观竞争中的竞争者之间以及多个微观竞争中的关系竞争或竞争性竞争的变化。这些差异源于竞争竞技场的展开和每个公司战略组合的实施之间的相互作用。我们开发了一个概念框架，它对以下四个方面做出了贡献：关系竞争;重新定义行动和反应;在竞争动态中阐述意识-动机-能力框架;以及企业内部实施战略的递归动态，以及由竞争竞技场塑造的递归动态。管理学摘要：竞争通常被视为战争：“攻击”，“报复”和“废黜”。然而，竞争也可以是关系性的，包括合作和互惠。我们展示了这些动态在一个银团金融市场，再保险，其中多个竞争对手获得相同的价格份额的同一笔交易。我们的竞争对手有竞争的动机来赢得业务和关系的动机，以确保浮动的定价，保持市场健康，并使长期的客户关系得以持续。这些动机是基于公司实施战略投资组合和竞争交易的战略实践。竞争对手的竞争动机或关系动机是高度动态的，在任何交易的竞争过程中以及在他们竞争的多个交易中不断变化。累积起来，这些做法塑造了这些波动、不确定的金融产品的整个市场。
Research Summary:This article brings together the competitive dynamics and strategy‐as‐practice literatures to investigate relational competition. Drawing on a global ethnography of the reinsurance market, we develop the concept of micro‐competitions, which are the focus of competitors’ everyday competitive practices. We find variation in relational or rivalrous competition by individual competitors across the phases of a micro‐competition, between competitors within a micro‐competition, and across multiple micro‐competitions. These variations arise from the interplay between the unfolding competitive arena and the implementation of each firm's strategic portfolio. We develop a conceptual framework that makes four contributions to: relational competition; reconceptualizing action and response; elaborating on the awareness‐motivation‐capability framework within competitive dynamics; and the recursive dynamic by which implementing strategy inside firms shapes, and is shaped by, the competitive arena.Managerial Summary:Competition is often seen as war: “attack,” “retaliation,” and “dethronement.” Yet competition can also be relational, incorporating collaboration and reciprocity. We show these dynamics in a syndicated financial market, reinsurance, where multiple competitors get the same price for a share of the same deal. Our competitors have rivalrous motivations to win business and relational motivations to ensure buoyant pricing, maintain market health, and enable long‐standing client relationships to persist. These motivations are grounded in the strategizing practices with which firms implement their strategic portfolios and compete on deals. Competitors’ rivalrous or relational motivations are highly dynamic, shifting throughout the competition on any deal and across the multiple deals on which they compete. Cumulatively these practices shape the entire market for these volatile, uncertain financial products.