O contexto tem muita força (parte X)

 Parte I, parte II, parte III, parte IV, parte V, parte VI, parte VII, parte VIII e parte IX.

"Following Austrian approaches to strategy, the breakthrough of guerrilla logic was to realize the quest for sustainable advantages by firms in rapidly changing markets is futile; competitive advantage is merely ‘a temporal assessment of recent strategic choices’. Yet the response in both guerrilla and capabilities logic is the same: the intensified competition characteristic of Cell 2. We believe the defining conditions of the hyper environment make this response misguided, because firms cannot evade the trap of contributing to the escalation of competitive intensity that prevents any firm from reaching a sustainable position from which to reap superior returns. Moreover, the externalities of constant disruption of industry equilibrium can come back to haunt the firms that contributed to creating the disruption.
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Hypercompetition, for example, dismisses the potentially stabilizing collective benefits of cooperative strategies. However, the emphasis on firms exploiting others for advantage can act as a drag on the development of field- level capabilities needed to address turbulence.
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Essentially, we argue that conventional strategy practices in a hyper environment can depress the potential for sustainable competitive advantage. The positive feedback loops gear the players for competitive escalation and disruption, not for superior economic returns and sustained advantage.
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Proposition 2: In hyper environments, the locus of sustainable advantage shifts from the firm to the extended social field....
in a hyper environment positive feedback dynamics strongly connect the various elements in the field. This means that competitive advantage ‘defines a firm’s potential relative to the overall processes and resources of the network’. It also means that ricocheting effects can alter the structure of the field. In such highly volatile situations, all firms in the field face extraordinary difficulties in capturing advantages and repelling ricocheting costs.  ...Hence, sustainable competitive advantage for firms, a bedrock notion in mainstream strategy, may be outmoded in the hyper environments of Cell 4. In such environments the advantage may lie in actors’ abilities to dampen returning externalities through collaboration, rather than in competing more effectively than rivals. The advantage would be for the field; if attained, it would redound to the players in it. This is consistent with Senge’s (1990) insight that one’s position cannot be managed in isolation from the behaviour of the whole system;"

Contexto, partes interessadas, ecossistema ... ainda vamos chegar ao scripting markets de Storbacka e Nenonen.

Trechos retirados de "Contrasting Perspectives of Strategy Making: Applications in ‘Hyper’ Environments" de John W. Selsky, Jim Goes e Oguz N. Babüroglu, publicado por Organization Studies em Janeiro de 2007.