Title: Integrating competitor identification and organisational identity: a new framework of competitor sensemaking

Authors: W. Timothy Few

Addresses: Department of Business and Economics, Penn State University, 100 University Drive, Monaca, PA 15061, USA

Abstract: Working within a strategy-as-practice framework, this paper extends our current understanding of managerial competitor identification by addressing two gaps in the literature. First, this area of research lacks a framework which illustrates the process of competitor identification. Second, current perspectives have ignored the concept of organisational identity. Accordingly, this paper frames competitor identification as a sensemaking process that is affected by organisational identity. The paper concludes by offering insights as to how this expanded understanding of managerial competitor identification impacts an organisation|s strategic practices.

Keywords: competitor identification; sensemaking; identification; blind spots; strategy-as-practice; making sense; cognition; managerial competitors; strategic practices; business environment; organisational identity; dynamic equilibrium.

DOI: 10.1504/IJBE.2011.043646

International Journal of Business Environment, 2011 Vol.4 No.4, pp.315 - 329

Published online: 27 Sep 2014 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article