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Strategy and luck: Exploring the theory of strategic configuration and market evolution by simulating dynamic competitive markets as a complex adaptive system.

机译：战略与运气：通过将动态竞争市场模拟为复杂的适应性系统，探索战略配置和市场发展的理论。

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This dissertation explores competitive market dynamics and firm configurations of resources and capabilities as a complex adaptive system using a computer simulation. The work is an extension of the broad literature on strategy-environment alignment, integrating concepts from the organizational literature about strategic types, organizational evolutionary dynamics, the resource-based theory of the firm, microeconomics, and artificial intelligence to create a simulation system that makes the process of market evolution with heterogeneous agents available for experimentation. The work provides a means to model and study complex dynamic systems, such as evolving agents and markets, and reveals how such chaotic systems can support and undermine strategic actions initiated by agents. Results both corroborate and diverge from received theory concerning competitive advantage and luck.

机译：本文通过计算机仿真探索了竞争市场动态以及资源和能力的公司配置，作为一个复杂的自适应系统。这项工作是对战略与环境一致的广泛文献的扩展，整合了有关战略类型，组织演化动力学，企业基于资源的理论，微观经济学和人工智能的组织文献中的概念，从而创建了一个模拟系统，使利用可用于实验的异构代理进行的市场发展过程。这项工作为建模和研究复杂的动态系统（例如不断发展的代理商和市场）提供了一种手段，并揭示了这种混乱的系统如何支持和破坏代理商发起的战略行动。结果既证实又偏离了关于竞争优势和运气的理论。

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作者
Wilson, James M., III.;
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作者单位

University of Massachusetts Amherst.;

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授予单位 University of Massachusetts Amherst.;
学科 Economics General.; Economics Commerce-Business.; Sociology Demography.
学位 Ph.D.
年度 2000
页码 349 p.
总页数 349
原文格式 PDF
正文语种 eng
中图分类经济学;贸易经济;人口统计学;
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3. Competitive advertising strategies and market-size dynamics: A research note on theory and evidence [J] . Nguyen D, Shi L Management science: Journal of the Institute of Management Sciences . 2006,第6期

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4. Generation Cost Frontier Analysis, Dynamic Market Adjustment, and Strategic Gaming: Integrated Tools for Benchmarking, Competitive Market Analysis, and Strategy Formulation Under Conditions of Uncertainty in the Transition to a Competitive Electricit [C] . Marie R. Corio, Jerry W. Belucci, Gale A. Boyd, International joint power generation conference . 1998

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5. On the theory of quality competition in differentiated markets: Multi-stage competitive analysis for the effects of quality competition on industrial market structure, spatial product differentiation, endogenous location, and the dynamics of technological diffusion. [D] . Selim, Tarek Hassan. 2003

机译：关于差异化市场的质量竞争理论：多阶段竞争分析，用于质量竞争对工业市场结构，空间产品差异化，内生位置和技术扩散动态的影响。
6. Does the Adaptive Market Hypothesis explain the evolution of emerging markets efficiency? Evidence from the Moroccan financial market [O] . Mostafa Lekhal, Ahmed El Oubani 2020

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7. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

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Strategy and luck: Exploring the theory of strategic configuration and market evolution by simulating dynamic competitive markets as a complex adaptive system.

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