Values-Based Rivalry: A Theoretical Framework of Rivalry Between Activists and Firms
整合竞争动态与社会活动家研究，提出一个理论框架来解释活动家与企业之间基于价值观的对抗，并分析管理者认知如何影响企业回应活动家行动的可能性。
In this article we develop a theoretical framework to explain values-based rivalry between activists and firms by integrating and advancing key insights from competitive dynamics and social activist research. The first part of our framework conceptualizes the unique tensions, actions, and responses that characterize values-based rivalry and distinguish it from rivalry between firms. The second part of our framework conceptualizes the role of managers’ perceptions in shaping their firms’ likelihood of responding to activists’ actions during values-based rivalry. Overall, our conceptualization primarily expands competitive dynamics research to account for rivalry between dissimilar actors and, in doing so, broadens social activist research to account for such rivalry.