Managing in Times of Disorder: Hypercompetitive Organizational Responses, Vol. 4 Book

	Preface
	Acknowledgments
	Introduction
1	The Two Faces of Competition: Dynamic Resourcefulness and the Hypercompetitive Shift	3
2	"Austrian" and Industrial Organization Perspectives on Firm-Level Competitive Activity and Performance	47
3	Hypercompetitive Strategies, Japanese Style	69
4	The Paralysis of Deep Pockets	77
5	Building a Leadership Position in a Hypercompetitive Technology Market	87
6	Technological Platforms and Diversification	95
7	The Japanese Beer Wars: Initiating and Responding to Hypercompetition in New Product Development	131
8	Eating Your Own Lunch: Protection Through Preemption	171
9	Vertical Integration and Rapid Response in the Fashion Apparel Industry	207
10	Hypercompetition in a Multimarket Environment: The Role of Strategic Similarity and Multimarket Contact in Competitive De-Escalation	231
11	Toward the Flexible Form: How to Remain Vital in Hypercompetitive Environments	267
12	Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration	297
13	Social Capital, Structural Holes, and the Formation of an Industry Network	319
14	Responding to Hypercompetition: The Structure and Processes of a Regional Learning Network Organization	351
15	Social Networks, Learning, and Flexibility: Sourcing Scientific Knowledge in New Biotechnology Firms	377
16	Garbage Cans and Advancing Hypercompetition: The Creation and Exploitation of New Capabilities and Strategic Flexibility in Two Regional Bell Operating Companies	405
17	The Evolution of Intracorporate Domains: Divisional Charter Losses in High-Technology, Multidivisional Corporations	429
18	Spontaneous Organizational Reconfiguration: A Historical Example Based on Xenophon's Anabasis	483
19	The Dark Side of the New Organizational Forms: An Editorial Essay	513
20	Refining Our Understanding of Hypercompetition and Hyperturbulence	519
	Index	527
	About the Editors	535
	About the Contributors	538