Competitive Conflict

Emilio Cvitkovic

Chapter 5 in Competition, 1993, pp 118-150 from Palgrave Macmillan

Abstract: Abstract Conflict, as proposed in the chapter on competitive strengths, is unavoidable. We cannot erect dependable barriers to separate ourselves from the unpleasantness of competing. There is also conflict even when there are no obvious visible competitors. Most significant economic, social, cultural and technological advances will involve a certain level of conflict. Madonna’s dress code can aggrieve some of the audience, and Carl Icahn’s earlier greenmail practices might have been abhorrent to other investors. The legality of Merryl Lynch’s extremely successful Cash Management Account (which combines multiple services such as a credit card, a checkbook, a market fund, etc.) was initially in question. Superior performance demands growth, differentiation, or both, and requires we worry and struggle to push the boundaries of the status quo.

Keywords: Business Strategy; Capacity Expansion; Senior Executive; Strategic Option; Strategic Move (search for similar items in EconPapers)
Date: 1993
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-12857-0_6

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DOI: 10.1007/978-1-349-12857-0_6

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