Framing Work in Metacompetition
Bibliographic Data
| ID | 23656149 |
|---|---|
| Authors | William P Barnett (0000-0002-9530-2129, Stanford University, corresponding author) |
| Year | 2017 |
| Pages | 1-8 |
| Publication date | 2017-11-08 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | OTHER |
| Venue | Emerging Trends in the Social and Behavioral Sciences (JOURNAL) |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/9781118900772.etrds0422 |
| OpenAlex | W2995189765 |
| ISBN | 9781118900772 |
| Language | EN |
| References cited | 8 |
Existing research studies competition among organizations, but normally takes as a given the formal and informal “rules of the game” governing competitions. Yet, these “rules” are often determined through a prior, higher‐level competition over the game to be played. Such “metacompetitions” determine who can compete, what kinds of competitive moves can be made, what criteria will be used to evaluate competitors, and what will be the payoffs to competitions. By prevailing in metacompetitions, organizations gain the advantage of competing in a game for which they are well suited, and the disadvantage of rivals who find themselves playing the wrong game. This essay notes that organizations engage in framing work to influence the outcome of metacompetitions, and argues that this behavior shapes the distribution of strategies that we observe among organizations in competition.
Business · Competition (biology) · Competitor analysis · Disadvantage · Economics · Framing (construction) · Microeconomics · Outcome (game theory) · Political science · Public relations · Accounting and Organizational Management · Engineering · Experimental Behavioral Economics Studies · Law · Management and Organizational Studies · Marketing
| Citation velocity | historical |
|---|---|
| Highly cited | No |