Richard A. D'Aveni, Professor of Strategic Management

Research

Research

Strategic Capitalism

The U.S. is facing a China that has marched onto the global playing field aiming to win by changing the rules of competition in a way that breaks the U.S.’s most basic rules of capitalism. What we are witnessing are the first moves in what Richard D’Aveni calls the Capitalist Cold War.

Strategic Capitalism (published in 2012 by McGraw Hill) is his response to that threat. In it, he sets out his analysis and conclusions and offers some — deliberately radical and provocative — solutions.

Based on years of research, D’Aveni argues that the traditional view of capitalism as practiced in America and most of the West is outdated and inadequate to explain the situation we find ourselves in. It is only by challenging long-held assumptions and considering radical alternative policies that we can hope to understand and respond to the new world order.

Beating the Commodity Trap

Commoditization — a particularly virulent form of hypercompetition — is destroying markets, disrupting industries, and shuttering long-successful firms. Conventional wisdom says the best way to combat commoditization is differentiation. But this strategy is difficult (and expensive) to implement, and it keeps you ahead of the pack only temporarily.

In Beating the Commodity Trap, Richard D’Aveni provides a radical new framework for fighting back. Drawing on an in-depth study of 30-plus industries, D’Aveni provides an innovative new tool to diagnose your competitive position and how to destroy the commoditization trap confronting you, escape it, or even turn it to your advantage.

Strategic Supremacy

Sustainable advantage is dead. To create order out of the hypercompetitive chaos which surrounds us, we must learn to use the spheres of influence and counter-revolutionary strategies described in Strategic Supremacy.

Drawing on world history as much as business history, Richard D’Aveni continues to reinvent the realities of strategy and challenge its orthodoxies.

By concentrating on their sphere of influence — their core markets — organizations can simultaneously extend their reach and protect their core. Companies have a choice: to shape their sphere of influence or be forced to react to competitors who try to shape it for them. Welcome to the perpetual revolution.

Hypercompetition

Few thinkers in any sphere manage to create an agenda-changing bestseller which changes the very language of their discipline. Richard D’Aveni achieved these feats with Hypercompetition.

His groundbreaking book, now translated into more than ten languages, coined the term "hypercompetition", shorthand for rapidly changing environments with new competitors at every turn.

When it was published, Hypercompetition was thought by some to depict a distant reality. Now, we know that Richard D’Aveni was — sometimes disturbingly — prescient: hypercompetition is a reality in industry after industry, place after place.  And it has spread to competition between capitalist systems and nation states. There is no escape.

The lessons and strategies powerfully described by D’Aveni in Hypercompetition are more relevant than ever before.
 

Research Awards

  • Academy of Management Hall of Fame
  • SMS McKinsey Award Nomination
  • 20 Most Important Strategy Books of all times
  • Seven Most Influential Strategic Theorists
  • Top 5 Management Thinkers of the Future
  • ATKearney Award

Editorial Boards

  • Strategic Management Journal
  • Academy of Management Journal (Previously)
  • Administrative Science Quarterly (Previously)
  • Organization Science (Previously)

Business Articles
by Richard D'Aveni
have appeared in

  • Bloomberg Business Week
  • Financial Times of London
  • Foreign Policy
  • Harvard Business Review
  • MIT Sloan Management Review
  • Wall Street Journal
  • Washington Post
  • Washington Quarterly
  • Numerous Academic Journals
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