Creating value in the new competitive landscape

Abby Ghobadian, Nicholas O’Regan, Howard Viney, David Gallear

Research output: Chapter in Book/Published conference outputChapter


The past two decades have seen the global competitive environment alter dramatically. Competition is now more intense as a result of increasing globalization, greater use of new technologies and the Internet (Amit and Zott 2001, Kanter 2001, McKendrick 2001, Murtha et al. 1998). Other factors include a rapidly and radically changing competitive environment (Eisenhardt and Brown 1998). Nearly a decade ago, Bettis and Hitt (1995) referred to the emerging ʼnew competitive landscape’. Around the same time, D’Aveni (1994) propounded the perspective ‘hypercompetition’ when he stated that hypercompetitive conditions are manifested in ‘inherent instability and change’. A dynamic and highly charged environment has some significant consequences for any business, such as the need for greater adaptability and flexibility (Volberda 1996), the changing market rules and processes and the necessary organizational structures and competencies needed for competitive advantage (Eisenhardt and Brown 1998, Hamel 2000).

Original languageEnglish
Title of host publicationStrategy and Performance
Subtitle of host publicationAchieving Competitive Advantage in the Global Marketplace
PublisherPalgrave Macmillan Ltd.
Number of pages10
ISBN (Electronic)9780230523135
ISBN (Print)9781403916181
Publication statusPublished - 1 Jan 2003

Bibliographical note

Publisher Copyright:
© 2004 Abby Ghobadian, Nicholas O’Regan, Howard Viney and David Gallear.


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