What makes some firms more competitively aggressive than others? Evidence from the banking industry

Jeff Stambaugh; G. T. Lumpkin; Keith H. Brigham; Claudia C. Cogliser

doi:10.5465/ambpp.2009.44247169

What makes some firms more competitively aggressive than others? Evidence from the banking industry

Jeff Stambaugh, G. T. Lumpkin, Keith H. Brigham, Claudia C. Cogliser

Business Administration

Research output: Contribution to conference › Paper › peer-review

Abstract

Integrating insights from the competitive dynamics literature, we more fully develop the competitive aggressiveness dimension of the entrepreneurial orientation construct. We posit that competitive aggressiveness is a multi-dimensional construct with rival awareness, outperform motivation, and action capability as distinct yet related constructs. Using evidence from the community banking industry, we find support for this conceptualization of competitive aggressiveness. We further find that competitive aggressiveness is positively related to changes in market share but not profitability. This relationship, however, is moderated by business strategy and the competitive density of the banks' markets.

Original language	English
DOIs	https://doi.org/10.5465/ambpp.2009.44247169
State	Published - 2009
Event	69th Annual Meeting of the Academy of Management, AOM 2009 - Chicago, IL, United States Duration: Aug 7 2009 → Aug 11 2009

Conference

Conference	69th Annual Meeting of the Academy of Management, AOM 2009
Country/Territory	United States
City	Chicago, IL
Period	08/7/09 → 08/11/09

Keywords

Competitive aggressiveness
Competitive dynamics
Entrepreneurial orientation

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10.5465/ambpp.2009.44247169

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abstract = "Integrating insights from the competitive dynamics literature, we more fully develop the competitive aggressiveness dimension of the entrepreneurial orientation construct. We posit that competitive aggressiveness is a multi-dimensional construct with rival awareness, outperform motivation, and action capability as distinct yet related constructs. Using evidence from the community banking industry, we find support for this conceptualization of competitive aggressiveness. We further find that competitive aggressiveness is positively related to changes in market share but not profitability. This relationship, however, is moderated by business strategy and the competitive density of the banks' markets.",

keywords = "Competitive aggressiveness, Competitive dynamics, Entrepreneurial orientation",

author = "Jeff Stambaugh and Lumpkin, {G. T.} and Brigham, {Keith H.} and Cogliser, {Claudia C.}",

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language = "English",

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AU - Lumpkin, G. T.

AU - Brigham, Keith H.

AU - Cogliser, Claudia C.

PY - 2009

Y1 - 2009

N2 - Integrating insights from the competitive dynamics literature, we more fully develop the competitive aggressiveness dimension of the entrepreneurial orientation construct. We posit that competitive aggressiveness is a multi-dimensional construct with rival awareness, outperform motivation, and action capability as distinct yet related constructs. Using evidence from the community banking industry, we find support for this conceptualization of competitive aggressiveness. We further find that competitive aggressiveness is positively related to changes in market share but not profitability. This relationship, however, is moderated by business strategy and the competitive density of the banks' markets.

AB - Integrating insights from the competitive dynamics literature, we more fully develop the competitive aggressiveness dimension of the entrepreneurial orientation construct. We posit that competitive aggressiveness is a multi-dimensional construct with rival awareness, outperform motivation, and action capability as distinct yet related constructs. Using evidence from the community banking industry, we find support for this conceptualization of competitive aggressiveness. We further find that competitive aggressiveness is positively related to changes in market share but not profitability. This relationship, however, is moderated by business strategy and the competitive density of the banks' markets.

KW - Competitive aggressiveness

KW - Competitive dynamics

KW - Entrepreneurial orientation

UR - http://www.scopus.com/inward/record.url?scp=85088339599&partnerID=8YFLogxK

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DO - 10.5465/ambpp.2009.44247169

M3 - Paper

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T2 - 69th Annual Meeting of the Academy of Management, AOM 2009

Y2 - 7 August 2009 through 11 August 2009

ER -

What makes some firms more competitively aggressive than others? Evidence from the banking industry

Abstract

Conference

Keywords

Access to Document

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