Integrating competitor identification and organisational identity: a new framework of competitor sensemaking

W. Timothy Few

International Journal of Business Environment, 2011, vol. 4, issue 4, 315-329

Abstract: Working within a strategy-as-practice framework, this paper extends our current understanding of managerial competitor identification by addressing two gaps in the literature. First, this area of research lacks a framework which illustrates the process of competitor identification. Second, current perspectives have ignored the concept of organisational identity. Accordingly, this paper frames competitor identification as a sensemaking process that is affected by organisational identity. The paper concludes by offering insights as to how this expanded understanding of managerial competitor identification impacts an organisation's strategic practices.

Keywords: competitor identification; sensemaking; identification; blind spots; strategy-as-practice; making sense; cognition; managerial competitors; strategic practices; business environment; organisational identity; dynamic equilibrium. (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbenv:v:4:y:2011:i:4:p:315-329

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