L'action stratégique et le souci des réactions mimétiques
Institution:
Paris 12Disciplines:
Directors:
Abstract EN:
The central question related to the dynamics of competition resides in setting up and maintaining a competitive advantage. Since the latter can only be obtained at the expense of rival firms, it arouses envy, mimetism and thus conflict. Several answers have been found to this according to available literature (understanding, cooperation, collusion and differentiation). The perspective herein, however, differs from the above mentioned in that it proposed to link setting up and maintaining competitive advantage to undertaking actions unable to provoke reactions either by delaying them or by rendering them difficult to imitate. It is thus essential to use an action-reaction unit of analysis both to explain the real dynamics involved in daily competitive behavior modes and to appreciate as well as highlight the characteristics of actions that do not provoke reactions. Four characteristics linked to actions are thereby brought to light : irreversibility, innovation, specificity and intensity as well as three characteristics concerning reactions : occurrence, reaction delay and imitation. The results show that intense actions meet with much resistance even though the delay of reaction is quite long, irreversible, innovating and specific actions draw attention either because they require a considerable delay of reaction or because they rely on decisive tangible and/or intangible resources or because they do not raise the suspicion of those taking part in the competitive game. In terms of performance, it seems that undertaking actions and their ensuing appropriate reactions are associated to the positive results obtained by firms. The action-reaction unit of analysis thus appears pertinent to the understanding of the wealth of competitive situations and to the identification of the characteristics of actions needed to build up competitive advantage avoiding competition.
Abstract FR:
La question centrale de la dynamique competitive consiste en la creation et au maintien de l'avantage competitif. Comme cet avantage competitif s'obtient aux depens des firmes rivales, il suscite convoitise, mimetisme et donc conflit. Cette question a trouve plusieurs reponses dans la litterature (entente, cooperation, collusion et differenciation). Cependant, la perspective envisagee ici s'ecarte de ces approches et lie la creation et le maintien de l'avantage competitif a l'engagement d'actions ne pouvant pas provoquer de reactions, les retardant ou difficilement imitables. L'utilisation de l'unite d'analyse action-reaction est ainsi essentielle, a la fois pour rendre compte de la dynamique reelle des comportements competitifs quotidiens et pour apprecier et faire emerger les caracteristiques des actions qui ne provoquent pas de reactions. Quatre caracteristiques liees aux actions sont mises a jour : irreversibilite, innovation, specificite et intensite ainsi que trois caracteristiques portant sur les reactions : occurrence, delai de reaction et imitation. Les resultats montrent que les actions intenses rencontrent beaucoup de resistance, quoique le delai de reaction soit assez long. Les actions irreversibles, innovantes et specifiques retiennent l'attention, soit parce qu'elles necessitent un delai de reaction consequent, soit parce qu'elles reposent sur des ressources tangibles et/ou intangibles decisives soit parce qu'elles ne suscitent pas la mefiance des acteurs participant au jeu competitif. En termes de performances, l'engagement d'actions et de reactions appropriees semble associe aux resultats positifs des firmes. L'unite d'analyse action-reaction apparait ainsi pertinente pour saisir la richesse des situations competitives et identifier les caracteristiques des actions pour construire l'avantage competitif d'une maniere qui evite la competition.