Dynamic Competitive Strategy Research Articles

Drone-DETR: Efficient Small Object Detection for Remote Sensing Image Using Enhanced RT-DETR Model.

Performing low-latency, high-precision object detection on unmanned aerial vehicles (UAVs) equipped with vision sensors holds significant importance. However, the current limitations of embedded UAV devices present challenges in balancing accuracy and speed, particularly in the analysis of high-precision remote sensing images. This challenge is particularly pronounced in scenarios involving numerous small objects, intricate backgrounds, and occluded overlaps. To address these issues, we introduce the Drone-DETR model, which is based on RT-DETR. To overcome the difficulties associated with detecting small objects and reducing redundant computations arising from complex backgrounds in ultra-wide-angle images, we propose the Effective Small Object Detection Network (ESDNet). This network preserves detailed information about small objects, reduces redundant computations, and adopts a lightweight architecture. Furthermore, we introduce the Enhanced Dual-Path Feature Fusion Attention Module (EDF-FAM) within the neck network. This module is specifically designed to enhance the network's ability to handle multi-scale objects. We employ a dynamic competitive learning strategy to enhance the model's capability to efficiently fuse multi-scale features. Additionally, we incorporate the P2 shallow feature layer from the ESDNet into the neck network to enhance the model's ability to fuse small-object features, thereby enhancing the accuracy of small object detection. Experimental results indicate that the Drone-DETR model achieves an mAP50 of 53.9% with only 28.7 million parameters on the VisDrone2019 dataset, representing an 8.1% enhancement over RT-DETR-R18.

ОЦЕНКА ДОЛГОСРОЧНОЙ ДИНАМИЧЕСКОЙ КОНКУРЕНТНОЙ СТРАТЕГИИ РАЗВИТИЯ ИНЖИНИРИНГОВЫХ ЦЕНТРОВ ПРЕДПРИЯТИЙ ОТРАСЛИ НЕФТЕГАЗОПЕРЕРАБОТКИ И НЕФТЕГАЗОХИМИИ

In order to remain competitive, manufacturers strive to provide a sustainable advantage over competitors, which has been significantly used in the past through the implementation of individual strategies, but in the modern economy this approach is called into question because it is impossible to achieve such an advantage on a long-term basis, which determines the need to find solutions to increase the intensity of competition. The intensity of competition in the industry affects various indicators of the manufacturer's economic activity: the availability of resources, profitability, potential growth of market share, price dynamics, positioning of the manufacturer in the market; decisions made regarding the assortment policy, and development strategies in General. And since such phenomena as globalization, industry convergence, deregulation, and the accelerating pace of technological change in the modern economy have shaped entire industry landscapes, manufacturers need a constant "flow of competitive actions" to create new comparative advantages. Among other things, a tool for maintaining the level of competition intensity at the required level can be dynamic competitive strategies chosen by the manufacturer based on its core competencies. The results of the study should help in analyzing the development strategy of business units in the oil and gas processing and petrochemical industry in terms of forming a long-term dynamic competitive development strategy based on identifying the comparative advantages of the manufacturer in terms of competencies, through the formation of a flow of competitive actions.

SMEs’ dynamic capabilities and value creation: the mediating role of competitive strategy

PurposeThe purpose of this research is to explicate the role of dynamic capabilities in the ability of small- and medium-sized enterprises (SMEs) to create value and also investigate the relationship among different dynamic capabilities, competitive strategy and SMEs’ value sources.Design/methodology/approachEmpirical evidence based on a survey conducted on a sample of 441 UK-based SMEs was used to test the research hypotheses.FindingsThe findings illustrate that sensing, learning, integrating and coordinating capabilities play a significant role in SMEs’ value creation, and competitive strategy mediates the impact of dynamic capabilities on value creation.Research limitations/implicationsThis study demonstrates the benefits of understanding the relationship among the four types of dynamic capabilities, competitive strategy and value creation. Moreover, this study contributes to the notion of the contingency nature of dynamic capabilities.Practical implicationsIt offers managers insight into the aspects on which to focus their efforts to enhance their firm’s capacity of value creation.Originality/valueWhile much of the prior studies have conceptually/qualitatively investigated the financial return of uni-dimensional dynamic capabilities of large firms in the manufacturing sector, this study made a significant effort to quantitatively examine the non-financial value potential of SMEs in service sector through four processes of dynamic capabilities.

THEORETICAL AND METHODOLOGICAL PECULIARITIES OF THE DEVELOPMENT PROCESS OF DYNAMIC COMPETITIVE STRATEGIES FOR BAKERY ENTERPRISES

In modern conditions, the role and importance of the study of the methodology of the formation and evaluation of a dynamic competitive strategy of bakery enterprises is increasing. The analysis of trends in the development of the Ukrainian bakery industry, factors of influence, causal relationships and the consequences of the changes that are taking place gives rise to a clear idea of its state of affairs, as well as to determine the priority directions of further development of the methodology of forming a competitive strategy.A leading role in shaping the strategic planning methodology is played by a system of methodological principles that defines qualitative parameters of strategic planning, as well as substantiates new scientific approaches and methods used in the formation of a dynamic competitive strategy. Today there is no single unambiguous approach to the definition of the methodology of the formation and evaluation of the effectiveness of dynamic competitive strategies of the bakery industry. Scientists express different views on the subject, methods and objectives of methodological research.The methodological feature of the formation of dynamic competitive strategies for the enterprises of the bakery industry is that this activity is largely experimental because of its specific nature, since the development of a dynamic competitive strategy is based on the data that can be obtained in conducting not just the study of any factors, but it is the study, that is, the acquisition of completely new knowledge about the internal and external environment of the organization. The strategist, before embarking on the creative formation of a dynamic competitive strategy, must obtain new scientific knowledge through special methods of economic research.Thus, scientific research in the formation of dynamic competitive strategies of the enterprises of the bakery industry in each cycle makes movement from the empirical base to the theory and from theory to practice. The completion of this cycle is simultaneously the beginning of a new cycle, which provides a continuous process of increasing the knowledge necessary for the formation of dynamic competitive strategies.The peculiarity of the formation of dynamic competitive strategies lies not only in the fact that this activity is largely due to its specificity, the experimental nature, but also that the scientific research in the formation of dynamic competitive strategies in each cycle makes the movement from the empirical basis to the theory and from theory to practice. Thus, the strategic process of baking plants cannot be considered without defining the strategy concept, as well as without analyzing the types of strategic processes. The key to the effectiveness of the strategic process is the interaction of internal and external environments, which in turn include operational and intelligence processes.

Dynamic Competitive Behavior of Enterprises in Multi-Network: Evidence from Chinese Animation Industry

In this study, we try to reveal the mechanism of the enterprise competitive strategies embedded in multi-network as the intermediary role between the three kinds network relationships and performance, in order to answer such question: what kind of network relationships can enterprise relies on and choose a speculate competitive strategies for sustainable development? This research chose the Chinese animation enterprises as samples. We collect data from questionnaires to Guangzhou Animation Association and such an opportunity of the 2014 Guangzhou International Cartoon Festival (2014CICF) and testified the mediation effects of three competitive strategies between different dimensions of networks and firm performance. Results of this study indicated the mediating role of the three kinds of competitive strategies between the multiple network connection and performance. 1) Confrontation strategy has a mediating impact between inner-industry network and performance, so as between cross-industry network and performance. 2) Barrier strategy has played a mediating role between inner-industry network and performance, so as between government-relation network and performance. But barrier strategy fails to play roles between the cross-industry network and performance. 3) Symbiosis strategy has played an incomplete mediating role on the relationship between inner-industry network and performance, so as between government-relation network and performance. This study introduced the context of the dynamic competitors to promote the development of dynamic competition theory. Adopting the perspective of multi-network to the study of the dynamic competitive strategy in this paper is put forward to fill the gap between the dynamic competitive behavior and the corporate strategy.

Competitive strategy, dynamic capability, and value creation: Some empirical evidence from UK telecommunications firms

AbstractThe overall interplay between competitive strategies and dynamic capabilities is an integral part of value creation in terms of novelty, lock‐in, complementarities, and efficiency. In response to insufficient systematic research on the impact of competitive strategies and dynamic capabilities on value creation, this study expands prior studies (Rashidirad et al., 2013) by proposing carefully testable research hypotheses and empirically explores the research phenomenon. This study analyzes the complex interrelationships between competitive strategies and dynamic capabilities and the resulting impact on value creation through adopting a multidimensional approach in which each construct is decomposed to its dimensions. This study prompts rethinking of the impact of dynamic capability and competitive strategy on value creation in firms by using a multidimensional perspective.

The influence of demand factors on dynamic competitive pricing strategy: An empirical study

This empirical paper investigates the relationship between the dynamic strategic interactions among competitors in a component market and demand factors in the market for the end product. The structure of competition in the US microprocessor (MPU) industry is analyzed using data on prices and sales in both the MPU market as well as the market for personal computers. The pattern of dynamic strategic interaction between competing firms in this market on a key decision variable, price is studied. Non-nested model comparison tests based on equilibrium solutions derived for specific differential games are applied to identify the mode of competitive strategy between pairs of competing brands. The empirical fit to the longitudinal and cross-sectional data, of alternative models of competition, independent (Bertrand–Nash), Stackelberg leader–follower, and Collusion, is used to determine which dynamic model best describes actual competitive behavior over the life of each MPU. Demand for the product market which is downstream from microprocessors, that for personal computers, is estimated using a generalized diffusion model with price effects. Data from the markets for desktop and laptop computers are analyzed at the level of computer vendor and internal microprocessor. Patterns are uncovered, linking downstream demand parameters with upstream competitive strategy. There is evidence to suggest that when there are strong diffusion effects driving sales of both the competing computer brands, there is a higher likelihood of Bertrand–Nash competition among MPU firms. However, when there are higher cross-price effects (substitutability) among personal computer brands there is a greater chance of Stackelberg leader–follower price competition. When self-price effects are relatively high, the likelihood of Bertrand–Nash competition among MPU firms increases. Furthermore, when the potential demand for the computer product category is high, there is a higher likelihood of Bertrand–Nash pricing in the MPU market.

A review of empirical research on dynamic competitive strategy

Beginning with Chandler's 1962 seminal work, researchers have emphasized that competitive strategy is not a static phenomenon, but rather a sequence of interconnected actions and reactions unfolding over time. This paper reviews the empirical research on dynamic competitive strategy published between 1986 and 2005 in nine leading strategic management journals. An integrated framework is used to showcase the research in terms of antecedents, strategic actions and outcomes. The literature review demonstrates that significant progress has been made in the field of dynamic competitive strategy, and yet that there are still many promising lines of inquiry for future theoretical and empirical research, particularly in the areas of strategic action timing and path dependency.

A system dynamics approach to competitive strategy in mobile telecommunication industry

AbstractThis paper analyses the mobile carriers' competition strategies by using balanced scorecard and system dynamics (SD) modelling. Four indexes are used to evaluate two major Chinese mobile telecom carriers, which are Internal Business Index, Financial Index, Market and Customer Index and Innovation and Learning Index. With these four indexes, a SD model is developed based on systems methodology, which includes eight sub‐systems and 80 variables. Considering the government's regulation policy, the two carriers' competitive strategies are studied through modelling and simulaton. The result shows that for carrier B, improving the investment efficiency is more important; while for carrier A, the product innovation is an essential issue. This research explores an effective way to construct an analytical framework for dynamic competitive strategy. Copyright © 2009 John Wiley & Sons, Ltd.

Analysis of the Forces Reshaping the Mobile Internet Business

This article studies the emergence of the mobile Internet business from six strategic perspectives, highlighting the ongoing transformations of the mobile industry. The article suggests that companies of the mobile industry can reconstruct their business models with six different kinds of choices: 1. Positioning differently in the value network, involving both vertical and horizontal movements. 2. Acquiring and developing critical assets and competencies to build sustaining and dynamic competitive strategies. 3. Inventing new mobile business models by utilizing the lessons from the Internet. 4. Integrating end-users in making and redefining services, optimizing pricing logic, introducing new business models with end-user originated content creation in mind, and making services easy to adopt by end-users. 5. Leveraging and focusing on disruptive, winning technologies that are changing the rules of the business. 6. Adapting to relevant policy schemes, and proactively planning and reconsidering business decisions under a dynamic regulatory environment.

Understanding the economic development of Korea from a co-evolutionary perspective

This paper applied a co-evolutionary perspective to understanding the economic development history of Korea, which is said to have shown almost miraculous economic growth. After reviewing economic policies and the economic situation over the last half-century, we categorized the dynamic competitive strategies of the government and recognized the co-evolutionary development. By way of illustration, we documented the case of Korean automobile industry from a co-evolutionary perspective. In conclusion, we argue that ‘learning-by-doing’ and the competitive dynamic strategies of the government and market forces are the key factors in understanding the forces underlying this economic success.

Dynamic competitive strategy: towards a multi-perspective conceptual framework

Strategic managers face a myriad of challenges due to the rapid nature of change and increasing complexity of today’s competitive environment. Although literature in the field of strategic management has offered many perspectives on how to meet these challenges, managers today would benefit from strategic analysis tools that foster an understanding of the competitive environment from multiple perspectives. This paper provides insights into the synergistic nature of competing strategic analysis perspectives and offers an integrated model that not only synthesises the most prominent perspectives but also captures the dynamic nature of today’s competitive environment.

Wharton on dynamic competitive strategy

Wharton on dynamic competitive strategy

Dynamic competitive pricing strategies

Pricing decisions have long been of interest to researchers in the competitive strategy area. Static game theory models of competitive pricing commonly assume that rivals act with full information and full rationality. Such models imply that rivals immediately reach a Nash equilibrium. This implication is consistent neither with experimental research results nor with casual observation of real markets. We therefore relax the assumption of full information to investigate how competitors learn and update their marketing strategies over time, as well as to identify the ultimate equilibrium they reach. This dual focus on the learning process as well as its outcome is important to understanding how rivals compete over time. We find that the ultimate equilibrium takes some time to reach, and is neither the standard Nash solution nor a collusive one. These differences from the usual static game solutions suggest the value of models that better capture the incomplete information facing a firm in a competitive marketplace.

Dynamic Competitive Strategy and Product Life Cycles

Dynamic Competitive Strategy and Product Life Cycles

Book Review: Dynamic Competitive Strategy and Product Life Cycles

Book Review: Dynamic Competitive Strategy and Product Life Cycles