What makes some firms more competitively aggressive than others? Evidence from the banking industry

Jeff Stambaugh; G. T. Lumpkin; Keith H. Brigham; Claudia C. Cogliser

What makes some firms more competitively aggressive than others? Evidence from the banking industry

Jeff Stambaugh, G. T. Lumpkin, Keith H. Brigham, Claudia C. Cogliser

Whitman School of Management

Research output: Contribution to conference › Paper › peer-review

Abstract

Integrating insights from the competitive dynamics literature, we more fully develop the competitive aggressiveness dimension of the entrepreneurial orientation construct. We posit that competitive aggressiveness is a multi-dimensional construct with rival awareness, outperform motivation, and action capability as distinct yet related constructs. Using evidence from the community banking industry, we find support for this conceptualization of competitive aggressiveness. We further find that competitive aggressiveness is positively related to changes in market share but not profitability. This relationship, however, is moderated by business strategy and the competitive density of the banks' markets.

Original language	English (US)
State	Published - Dec 1 2009
Event	69th Annual Meeting of the Academy of Management, AOM 2009 - Chicago, IL, United States Duration: Aug 7 2009 → Aug 11 2009

Other

Other	69th Annual Meeting of the Academy of Management, AOM 2009
Country/Territory	United States
City	Chicago, IL
Period	8/7/09 → 8/11/09

Keywords

Competitive aggressiveness
Competitive dynamics
Entrepreneurial orientation

ASJC Scopus subject areas

Management Information Systems
Management of Technology and Innovation
Industrial relations

Cite this

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abstract = "Integrating insights from the competitive dynamics literature, we more fully develop the competitive aggressiveness dimension of the entrepreneurial orientation construct. We posit that competitive aggressiveness is a multi-dimensional construct with rival awareness, outperform motivation, and action capability as distinct yet related constructs. Using evidence from the community banking industry, we find support for this conceptualization of competitive aggressiveness. We further find that competitive aggressiveness is positively related to changes in market share but not profitability. This relationship, however, is moderated by business strategy and the competitive density of the banks' markets.",

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AU - Stambaugh, Jeff

AU - Lumpkin, G. T.

AU - Brigham, Keith H.

AU - Cogliser, Claudia C.

PY - 2009/12/1

Y1 - 2009/12/1

N2 - Integrating insights from the competitive dynamics literature, we more fully develop the competitive aggressiveness dimension of the entrepreneurial orientation construct. We posit that competitive aggressiveness is a multi-dimensional construct with rival awareness, outperform motivation, and action capability as distinct yet related constructs. Using evidence from the community banking industry, we find support for this conceptualization of competitive aggressiveness. We further find that competitive aggressiveness is positively related to changes in market share but not profitability. This relationship, however, is moderated by business strategy and the competitive density of the banks' markets.

AB - Integrating insights from the competitive dynamics literature, we more fully develop the competitive aggressiveness dimension of the entrepreneurial orientation construct. We posit that competitive aggressiveness is a multi-dimensional construct with rival awareness, outperform motivation, and action capability as distinct yet related constructs. Using evidence from the community banking industry, we find support for this conceptualization of competitive aggressiveness. We further find that competitive aggressiveness is positively related to changes in market share but not profitability. This relationship, however, is moderated by business strategy and the competitive density of the banks' markets.

KW - Competitive aggressiveness

KW - Competitive dynamics

KW - Entrepreneurial orientation

UR - http://www.scopus.com/inward/record.url?scp=84858397256&partnerID=8YFLogxK

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M3 - Paper

AN - SCOPUS:84858397256

T2 - 69th Annual Meeting of the Academy of Management, AOM 2009

Y2 - 7 August 2009 through 11 August 2009

ER -

What makes some firms more competitively aggressive than others? Evidence from the banking industry

Abstract

Other

Keywords

ASJC Scopus subject areas

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