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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 brilliant operational 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 this "Four Arena" analysis, D'Aveni explains how competitors engage in a struggle for control by seeking leadership in the arenas of "price and quality," "timing and know-how," "stronghold creation/invasion," and "deep pockets." Winners set the pace in each of these four competitive battlegrounds. Using hundreds of detailed examples from hypercompetitive industries such as computers, software, automobiles, airlines, pharmaceuticals, toys and soft drinks, D'Avenie demonstrates how hypercompetitive firms succeed in dynamic markets by disrupting the status quo and creating a continuous series of temporary advantages. They seize the initiative, D'Aveni explains, by employing a set of strategies he calls the "New 7-S's" Superior Stakeholder Satisfaction, Strategic Soothsaying, Speed, Surprise, Shifting the Rules of Competition, Signaling Strategic Intent, and Simultaneous and Sequential Thrusts. Paradoxically, firms must destroy their competitive advantages to gain advantage, D'Aveni shows. Long-term success depends not on sustaining an advantage through a static, long-term strategy, but instead on formulating a dynamic strategy for the creating, destruction, and recreation of short-term advantages. America must embrace the new reality of hypercompetition, D'Aveni concludes in a compelling analysis of the potential chilling effect of American antitrust laws on competitiveness. This masterful book, essentially an operating manual of strategy and tactics for a new era, will be required reading for managers, planners, consultants, academics, and students of hypercompetitive industries.

Stratégies et structures entre aujourd'hui, aux Etats-Unis comme en France, dans une collection de classiques de la gestion. Cet ouvrage fondamental fait en effet partie, depuis de nombreuses années, des références de base aussi bien dans le monde universitaire que dans celui de la gestion. Le professeur Chandler analyse l'impact de la politique générale (statégie) sur l'organisation de l'entreprise (structures) et aborde son analyse du point de vue historique : en partant de l'étude approfondie de quatre très grandes sociétés américaines, il démonte le mécanisme du passage d'une structure fonctionnelle à un structure divisionnelle, et met en lumière l'importance du rôle joué par les options de gestion dans le développement de l'entreprise. L'enterprise monobranche intégrée fera bientôt figure de vestige, et le livre de Chandler retrouve toute son actualité dans un monde dominé par des conditions compétitives qui obligent les entreprises à adapter leurs structures à leurs stratégies.

本书共分五部分,包括:传统的生产和分配过程,运输与通讯中的革命,分配和生产中的革命,大量生产与大量分配的结合,现代工业企业的管理和成长。