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Strategic Capitalism by Richard D’Aveni

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Preface

In the 1990s, my research revealed that companies were competing with one another in a radically different way. Rather than competing to create enduring advantages or to form oligopolies that would reduce rivalry and increase profits, companies were using sequences of bold, aggressive, surprisingly temporary advantages to achieve dominance over their rivals. They were not suing for peaceful coexistence among oligopolists. They were competing to create disruptive advantages that constantly undermined, neutralized, or made obsolete the key advantages of industry leaders. They had harsh new strategic tools that broke earlier rules of the game.

Once heresy, in my view—that competitive advantage is much less sustainable given fierce and escalating ...

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