Outra vez: Volume is Vanity, Profit is Sanity

Aqui, mencionei as barreiras que um familiar encontra para publicar em revistas científicas portuguesas.
.
Por isso, comecei por achar interessante este relato "The Dangers of a Competitor Orientation"... para depois mergulhar no artigo "Competitor-oriented Objectives: The Myth of Market Share" de J. Scott Armstrong e Kesten C. Green, publicado no International Journal of Business, 12 (1), 2007.
.
Claro que para nós a conclusão dos autores não é novidade. Há muito que acreditamos que:
.
Volume is Vanity, Profit is Sanity.
.
Há muito que partilhamos da ideia de Hermann Simon: "Manage For Profit Not For Market Share"
.
O que nos causa espécie é como a ideia está entranhada no mainstream:
.
"Competitor-oriented objectives, such as market-share targets, are promoted by academics and are commonly used by firms. A 1996 review of the evidence, summarized in this paper, found that competitor-oriented objectives reduced profitability. We describe new evidence from 12 studies, one of which is introduced in this paper. The new evidence supports the conclusion that competitor-oriented objectives are harmful, especially when managers receive information about competitors’ market shares. The evidence appears to have had little effect on managers’ decisions and on what is taught in business schools."
...
"The market share myth is likely to remain strong as long as teaching and textbooks, decision aides, popular books, and investors’ decisions ignore scientific evidence on the effects of business objectives. We make the following recommendations:

A. Do Not Advocate Competitor-oriented Objectives in Classes and Textbooks.

Economics textbooks provide valid recommendations with respect to market share. The notion that firms should maximize market share does not seem to be worthy of study by economists, as it is contrary to the theory of the firm For example, Besanko, Dranove and Shanley (2000 98-100) in their textbook, Economics of Strategy, clarify early confusion about the relationship between market share and profitability: “The observed correlation between market share and profitability should not be taken to imply that any strategy designed to boost market share will increase a firm’s profitability … There is no causal mechanism whereby market share leadership automatically translates to profits.” Unfortunately, many business school professors seem to have had little training in economics.
 Marketing professors and those who teach business strategy continue to advise students to strive for market share and they develop techniques to help businesses gain market share."