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

Research output: Contribution to conferencePaper

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 languageEnglish (US)
StatePublished - Dec 1 2009
Event69th Annual Meeting of the Academy of Management, AOM 2009 - Chicago, IL, United States
Duration: Aug 7 2009Aug 11 2009

Other

Other69th Annual Meeting of the Academy of Management, AOM 2009
CountryUnited States
CityChicago, IL
Period8/7/098/11/09

Keywords

  • Competitive aggressiveness
  • Competitive dynamics
  • Entrepreneurial orientation

ASJC Scopus subject areas

  • Management Information Systems
  • Management of Technology and Innovation
  • Industrial relations

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  • Cite this

    Stambaugh, J., Lumpkin, G. T., Brigham, K. H., & Cogliser, C. C. (2009). What makes some firms more competitively aggressive than others? Evidence from the banking industry. Paper presented at 69th Annual Meeting of the Academy of Management, AOM 2009, Chicago, IL, United States.