In this pathbreaking book, Richard D'Aveni shows how competitive moves and countermoves escalate with such ferocity today that the traditional sources of competitive advantage can no longer be sustained. D'Aveni argues that a company must fundamentally shift its strategic focus. He constructs a compre-hensive model that shows how firms move up "escalation ladders" as advantage is continually created, eroded, destroyed, and recreated through strategic maneuvering in "four arenas" of competition. Using detailed examples from hypercompetitive industries such as computers, automobiles, and...

General Motors and IBM have been battered to their cores. Jack Welch, the chairman of General Electric, called the frenzied competition of the 1980's "a white knuckle decade" and said the 1990s would be worse. In this pathbreaking book that will define this new age of "hypercompetition," Richard D'Aveni reveals how competitive moves and countermoves escalate with such ferocity today that the traditional sources of competitive advantage can no longer be sustained. To compete in this dynamic environment, D'Aveni argues that a company must fundamentally shift its strategic focus. He constructs a...

This book demonstrates that a far-reaching shift has occurred in the venture of competition, resulting in a new organizational paradigm, defined as hypercompetition. A complex fabric of new theoretical frameworks, models, strategies, organizational forms and interdisciplinary methods are introduced and explained in the book which addresses hypercompetitive environments in a radically new way, and reveals what is necessary for business survival in these chaotic times.

Are upstart competitors taking deadly aim at your company's products and markets? Richard A. D'Aveni, author of the famous attacker's handbook Hypercompetition, presents coun-terrevolutionary strategies and tactics that any industry leader or established company can use to defend itself against revolutionaries, disrupters, or hypercompetitors. The secret lies in making the rules, not breaking them, D'Aveni says, because rule makers still rule. Arguing that "profits and prosperity come not from revolution but stability and orderly change," D'Aveni presents a commanding framework that...