Dinámica de los movimientos competitivosRevisión y propuesta de un modelo

Referencias bibliográficas

• BAIN, J.S. (1956). Barriers to New Competition. Cambridge, MA. Harvard University Press.
• BARNARD, C.I. (1938). The Functions of the Executive. Cambridge, MA. Harvard University Press.
• BARNEY, J.B. (1991). “Firm Resources and Sustained Competitive Advantage”. Journal of Management, 17 (1), pp. 99-120.
• BENNETT, R.C. y COOPER, R.G. (1982). “The Misuse of Marketing: An American Tragedy”. Business Horizons, 2, pp. 51-61.
• BERLO, D.K. (1960 ). The Process of Communication. Holt. Nueva York.
• BORDEN, N.H. (1964). “The Concept of Marketing Mix”. Journal of Advertising Research, 4, pp. 2-7.
• BOWMAN, C. (1992). “Interpreting Competitive Strategy”. En Faulkner D. y Jonson, G. (eds.). The Challenge of Strategic Management, Kogan Page, Londres.
• BUZZELL, R., GALE, B.T. y SULTAN, R.G.M. (1975). “Market Share- a Key to Profitability”. Harvard Business Review, 53 (1), pp. 97-106.
• CHEN, M.J. (1988). Competitive Strategic Interaction: A study of Competitive Actions and Responses. Tesis Doctoral. Universidad de Maryland.
• D’AVENI, R. (1994). Hipercompetencia. Cómo Administrar la Dinámica de los Movimientos Estratégicos. CECSA. México.
• DAY, G.S. (1992). “Marketing Contribution to the Strategy Dialogue”. Journal of The Academy of Marketing Science, 20 (4), pp. 323-329.
• DAY, G.S. (1994). “The Capabilities of Market Driven Organizations”. Journal of Marketing, 58, pp. 37-52.
• DAY, G.S. y WENSLEY, R. (1988). “Assessing Advantage: A Framework for Diagnosing Competitive Superiority”. Journal of Marketing, 52, pp. 1-20.
• DAY, G.S. y NEDUNGADI P. (1994). “Managerial Representations of Competitive Advantage” Journal of Marketing , 58, pp. 31-44.
• DESHPANDÉ, R., FARLEY, J.; WEBSTER, F. (1993): “Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: a Quadrad Analysis”, Journal of Marketing, Vol. 57, enero, pp. 23-37.
• FURRER, O. y THOMAS, H. (2000). “The Rivalry Matrix: Understanding Rivalry and Competitive Dynamics”. European Management Journal, 13 (6), pp. 619-637.
• GALBRAITH, J.R. (1977). Organization Design. Addison-Wesley. Reading, MA.
• HAYES, R.H. y Abernathy, W.J. (1980). “Managing our Way to Economic Decline”. Harvard Business Review, 58 (julio-agosto), pp. 67-77.
• HEIL, O.P. y MONTGOMERY, D.B. (2001). “Introduction to the Special Issue on Competition and Marketing”. International Journal of Research in Marketing, 18, pp. 1-3.
• HILL, C.W.L. (1988) “Differentiation versus Low Cost or Differentiation and Low Cost: A contingency Framework”. Academy of Management Review, 13, pp. 401-412.
• HUA HO, T. y WEIGELT, K. (1997). “Game Theory and Competitive Strategy”. En G.S. Day y D.J. Reibstein (eds.). Wharton on Dynamic Competitive Strategy, pp. 127-150. John Wiley & Sons, Inc. Nueva York.
• HUBER, G.P. (1982). “Organizational Information Systems: Determinants of Their Performances and Behavior”. Management Science, 32, pp. 572-589.
• HULT, G.T.M., CRAVENS, D.W. y SHETH, J. (2001). “Competitive Advantage in the Global Marketplace: a Focus on Marketing Strategy”. Journal of Business Research, 51, pp. 1-3.
• HURLEY, R.F. y HURT, G.T. (1998). “Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination”. Journal of Marketing, 62, pp. 42-54.
• JOHNSON, G. y SCHOLES, K. (1999). Exploring Corporate Strategy. Prentice Hall, Londres. 5ª Edición.
• KERIN, R.A. y PETERSON, R.A. (1983). Perspective on Strategic Marketing Management. Allyn and Bacon, Inc. Boston, MA.
• KNIGHT,K.E. y McDANIEL, R.R. (1979). Organizations: An Information Systems Perspective. Belmont, CA. Wadsworth.
• KOTLER (1992) Dirección de Marketing. Prentice Hall, pp. 550-558.Madrid, 7ª edición.
• KOTLER, P. (1980). Marketing Management: Analysis, Planning and Control. Prentice Hall, Englewood Cliffs, NJ.
• KREPS, D. (1990). Game Theory and Economic Modeling. Oxford University Press. Oxford.
• LAZARSFELD, P.F. y MERTON, R.K. (1964). “Friendship as Social Process: A Substantive and Methodological Analysis”. En M. Berger (ed.). Freedom and Control in Modern Society, pp. 18-66. Octagon. Nueva York.
• LEEFLANG, P.S.H. y WITTINK, D.R. (2001). “Explaining Competitive Reactions Effects”. International Journal of Research in Marketing, 18, pp. 119-137.
• MACMILLAN, I.C. (1980). “How Business Strategists can use Guerrilla Warfare Tactics”. Strategic Management Journal, 9, pp. 41-58.
• MACMILLAN, I.C. (1982). “Seizing Competitive Initiative”. Journal of Business Strategy, 2 (4), pp. 43-57.
• MATHUR, S.S. (1988). “How Firms Compete: A New Classification of Generic Strategies”. Journal of General Management, 14, pp. 30-60.
• McCARTHY, E.J. (1960). Basic Marketing: A Managerial Approach. Irwin, Homewood, IL.
• McGEE, J. y Thomas, H. (1986). “Strategic Groups: Theory, Research and Taxonomy”. Strategic Management Journal, 7, pp. 141-160.
• MILES, R.H. y SNOW, C.C. (1978). Organizational Strategy, Structure, and Process. McGraw Hill. Nueva York.
• MILLER, A. y DESS, G.G. (1993). “Assessing Porter s (1980) Model in Terms of its Generalizability, Accuracy and Simplicity”. Journal of Management Studies, 30 (4), pp. 553-585.
• MURRAY, A.I. (1988). “A Contingency View of Porter s Generic Strategies”. Academy of Management Review, 13, pp. 390-400.
• NARVER, J.; SLATER, S. (1990): “The effect of a Market Orientation on Business Profiability”, Journal of Marketing, October, pp. 20-35.
• OLIVA, T.A., DAY, D.L. y MacMILLAN, I.C. (1988). “A Generic Model of Competitive Dynamics”. Academy of Management Review, 13 (3), pp. 374-389.
• PELHAM, A.; WILSON, D. (1996): “A Longitudinal Study of the Impact of Market Structure, Firm Structure, Strategy, and Market Orientation Culture on Dimensions of Small-Firm Performance” Journal of Academy of Marketing Science, Vol. 24, Winter, pp. 27-43.
• PIERCY, N.F., LlOYD, C.H., PETERS, L.D. y LANE, N. (1997). “Marketing Management, Market Strategy and Strategic Management: Domain Relaignment and Redefinition”. Journal of Strategic Marketing, 5, pp. 50-62.
• PORTER, M.E. (1982). Estrategia Competitiva. Técnicas para el análisis de los Sectores Industriales y de la Competencia. CECSA, México. (Vigésimo cuarta reimpresión: 1997).
• ROGERS, E.M. (1983). The Diffusion of Innovation. Free Press. Nueva York.
• SHANNON, C. y WEAVER, W. (1949). The Mathematical Theory of Communication. University of Illinois Press. Urbana.
• SHARMA, S. (1999). “Trespass or Symbiosis? Dissolving the Bourndaries Between Strategic Marketing and Strategic Management”. Journal of Strategic Marketing, 7, pp. 73-88.
• SINKULA, J.M. (1994). “Market Information Processing and Organizational Learning”. Journal of Marketing, 58, pp. 35-45.
• SLATER, S.; y Narver, J. (1995): “Market Orientation and the Learning Organization”, Journal of Marketing, Vol. 59, July, pp. 63-74.
• THOMPSON, J.D. (1967). Organizations in Action. Nueva York. MacGraw Hill.
• TUSHMAN, M.L. y Nadler, D.A. (1978). “Information Processing as an Integrating Concept in Organizational Design”. Academy of Management Review, 3, pp. 613-624.
• VARADARAJAN, P.R. (1992). “Marketing Contribution to Strategy: The View From a Different Looking Glass”. Journal of the Academy of Marketing Science, 20, pp. 335-343.
• VENTURA VICTORIA, J. (1996). Análisis Dinámico de la Estrategia Empresarial: Un Ensayo Interdisciplinar. Servicio de Publicaciones. Universidad de Oviedo.
• VON NEWMANN, J. y MORGENSTERN, O. (1944). Theory of Games and Economic Behavior. Princeton. Princeton University Press.
• WEIGELT, K. y MACMILLAN, I.C. (1988). “An Interactive Strategic Analysis Framework”. Strategic Management Journal, 9, pp. 27-44.
• WILSON, D.F. (1999). “Competitive Marketing Strategy in a Volatile Environment: Theory, Practice and Research Priorities”. Journal of Strategic Marketing, 7, pp. 19-40.