Comparer des méthodes

	Competitive Dynamics (Action-Response) Analysis	Strategic Group Analysis
Domaine	Management stratégique	Management stratégique
Famille	Process / pipeline	Process / pipeline
Année d'origine	1996	1977
Auteur d'origine	Ming-Jer Chen; Ken G. Smith, Walter Ferrier & Hermann Ndofor	Michael S. Hunt; Richard Caves & Michael Porter; John McGee & Howard Thomas
Type	Action-response interaction pipeline for interfirm rivalry	Intra-industry clustering pipeline for strategic positioning
Source fondatrice	Chen, M.-J. (1996). Competitor Analysis and Interfirm Rivalry: Toward a Theoretical Integration. Academy of Management Review, 21(1), 100-134.	Caves, R. E., & Porter, M. E. (1977). From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition. Quarterly Journal of Economics, 91(2), 241-261.
Alias	Action-Response Analysis, Competitive Interaction Analysis, Awareness-Motivation-Capability Analysis, Attack-and-Response Analysis	Strategic Groups Analysis, Mobility Barrier Analysis, Intra-Industry Group Analysis, Strategic Cluster Analysis
Apparentées	4	4
Résumé	Competitive dynamics analysis studies the actual sequence of competitive moves and countermoves between specific rival firms — who attacks, who responds, how fast, and with what consequence — rather than treating competition as a static structural condition. Ming-Jer Chen's 1996 Academy of Management Review article integrated competitor analysis with interfirm rivalry by introducing two pairwise constructs, market commonality and resource similarity, and organizing the prediction of competitive behavior around awareness, motivation, and capability (AMC). Smith, Ferrier, and Ndofor's 2001 review in the Blackwell Handbook of Strategic Management synthesized the field, codifying how competitive actions and responses are measured and linked to firm performance. The approach turns rivalry into observable, codable behavior — competitive actions and responses — and explains and predicts that behavior through firm-pair relationships and capabilities.	Strategic group analysis partitions the firms in an industry into clusters that pursue similar strategies along key competitive dimensions, and explains why these clusters persist and why their members earn different returns. The concept originates with Michael Hunt's 1972 dissertation on the U.S. home-appliance industry and was given its theoretical engine by Caves and Porter's 1977 reconceptualization of entry barriers as mobility barriers — structural impediments that protect not just the industry from outsiders but each strategic group from incursion by firms in other groups. McGee and Thomas's 1986 review consolidated the construct, clarifying which variables legitimately define groups and how groups, mobility barriers, and isolating mechanisms relate to performance. The method bridges industrial-organization economics and strategic management by treating intra-industry structure, not just industry-level structure, as the relevant unit of competitive analysis.