Um dos temas que mais me estimula a curiosidade é a concorrência entre empresas.
A sensação empírica que experimento, é de que em cada vez mais sectores de actividade, aumenta, cada vez mais, a concorrência entre as empresas.
A leitura do artigo “Schumpeter’s Ghost: Is Hypercompetition Making the Best of Times Shorter?”, de Robert Wiggins e Timothy Ruefli, publicado no Strategic Management Journal (26: 887-911 (2005)) contribui para reforçar algumas ideias:
Primeiro algumas bases:
“The pursuit of sustainable advantage has long been the focus of strategy.”
“sustained competitive advantage is the most influential mechanism for explaining the persistence of superior economic performance.”
“… persistent superior economic performance is the result of cycles of entrepreneurial innovation and imitation that create a continuing disequilibrium where some firms can achieve persistence of performance although it will be eventually eroded.”
Depois as conclusões do estudo:
“The results presented … provide evidence that periods of sustained competitive advantage, as evidenced by its consequence, superior economic performance, have been growing shorter over time. To answer the question in the title, this is evidence that Schumpeter’s ghost has indeed appeared in the form of hypercompetition.”
“there is evidence to support the notion that managers have responded to this hypercompetitive environment by seeking in relatively more situations, not a single sustained competitive advantage, but rather a series of short advantages that can be concatenated into competitive advantage over time.”
Conjugando estas conclusões, com as conclusões de um outro artigo, lido há quase dois anos, e com uma tabela que me impressionou e se mantém na minha memória de longa duração: “In search of the drivers of high growth in manufacturing SMEs”, de Nicholas O’Regan, Abby Ghobadian e David Gallear, publicado na Technovation (26: 30-41 (2006)):
“high growth firms perceive their operating environment to be turbulent and subject to competitive advances from overseas as well as substitute goods. This is consistent with high growth small firm’s prospector strategic orientation and heightened awareness of the need to be externally oriented.”
A sensação empírica que experimento, é de que em cada vez mais sectores de actividade, aumenta, cada vez mais, a concorrência entre as empresas.
A leitura do artigo “Schumpeter’s Ghost: Is Hypercompetition Making the Best of Times Shorter?”, de Robert Wiggins e Timothy Ruefli, publicado no Strategic Management Journal (26: 887-911 (2005)) contribui para reforçar algumas ideias:
Primeiro algumas bases:
“The pursuit of sustainable advantage has long been the focus of strategy.”
“sustained competitive advantage is the most influential mechanism for explaining the persistence of superior economic performance.”
“… persistent superior economic performance is the result of cycles of entrepreneurial innovation and imitation that create a continuing disequilibrium where some firms can achieve persistence of performance although it will be eventually eroded.”
Depois as conclusões do estudo:
“The results presented … provide evidence that periods of sustained competitive advantage, as evidenced by its consequence, superior economic performance, have been growing shorter over time. To answer the question in the title, this is evidence that Schumpeter’s ghost has indeed appeared in the form of hypercompetition.”
“there is evidence to support the notion that managers have responded to this hypercompetitive environment by seeking in relatively more situations, not a single sustained competitive advantage, but rather a series of short advantages that can be concatenated into competitive advantage over time.”
Conjugando estas conclusões, com as conclusões de um outro artigo, lido há quase dois anos, e com uma tabela que me impressionou e se mantém na minha memória de longa duração: “In search of the drivers of high growth in manufacturing SMEs”, de Nicholas O’Regan, Abby Ghobadian e David Gallear, publicado na Technovation (26: 30-41 (2006)):
“high growth firms perceive their operating environment to be turbulent and subject to competitive advances from overseas as well as substitute goods. This is consistent with high growth small firm’s prospector strategic orientation and heightened awareness of the need to be externally oriented.”
Concluo que as empresas que crêem que o mundo está perigoso, e hipercompetitivo, têm mais sucesso que as empresas que acreditam estar num mundo calmo, pacato e estável. Estas últimas, tendem a seguir rituais, para elas o importante é seguir o ritual. Só que às vezes não basta dar, fazer o nosso melhor, é preciso transcendermo-nos para conseguirmos fazer o que tem de ser feito. Ora quando o ritual é oco… não há “click”, planeia-se mas não emerge pensamento estratégico, cumpre-se calendário!Empresas que acreditam que o mundo é um terreno hipercompetitivo comportam-se com um frenesim que não admite, que não tolera a procrastinação. Para elas o tempo é escasso, os dias precisavam de ter 26 horas, mais as noites.
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