The relationship between the processes and practices of competitor identification and competitive actions of firms: A qualitative, multiple case study within Solar Concept, Molenkoning BV, and Derks bedrijfswagens

Abstract

Competitor identification becomes increasingly important within the current, dynamic environment. Identifying competitors can have various consequences, but little is known about its impact on competitive action. By examining the processes and practices of competitor identification and the competitive rationales of competitive action, this study provides insight into this relationship. The degree of dynamism in the external environment is also considered. The study consists of document analysis and 9 semi-structured interviews across three different organizations: Solar Concept, Molenkoning BV, and Derks bedrijfswagens. The study highlights and compares different processes and practices of competitor identification, competitive rationales, and competitive actions, within the organizations. The study shows that the processes and practices affect competitive actions originated from rivalrous rationales. A clear relationship between the degree of dynamism in the external environment and competitor identification was not revealed. The overall conclusion is that competitor identification indirectly affects competitive action.