A Meta-Analytic Review of Competitive Aggressiveness Research

Authors

Margaret Hughes-Morgan, Marquette UniversityFollow
Kalin Kolev, Marquette UniversityFollow
Gerry McNamara, Michigan State University

Document Type

Article

Publication Date

4-2018

Publisher

Elsevier

Source Publication

Journal of Business Research

Source ISSN

0148-2963

Original Item ID

DOI: 10.1016/j.jbusres.2017.10.053

Abstract

Competitive aggressiveness has been at the center of competitive dynamics literature for decades, however there is no consensus as to its primary drivers and performance consequences. Thus, we present the results of a meta-analysis of the antecedents to and consequences of competitive aggressiveness using three aggressiveness components—competitive volume, complexity, and heterogeneity. Leveraging the awareness, motivation, capability framework as a guide of the drivers of competitive aggressiveness, we find that greater organizational size and age, lower slack resources and prior performance, greater market growth, lower market concentration, and more heterogeneous top management teams lead to more aggressive actions. In addition, we found that among the different components of aggressiveness competitive volume improved operating performance.

Comments

Accepted version. Journal of Business Research, Vol. 85 (April 2018): 73-82. DOI. © 2018 Elsevier. Used with permission.

Recommended Citation

Hughes-Morgan, Margaret; Kolev, Kalin; and McNamara, Gerry, "A Meta-Analytic Review of Competitive Aggressiveness Research" (2018). Management Faculty Research and Publications. 367.
https://epublications.marquette.edu/mgmt_fac/367