Using catastrophe theory, this article presents a generic model of competitive dynamics that allows for the integration of structural (industry inertia) and process (relative competitive force) components of competitive dynamics found in the marketplace. More specifically, this article presents a cusp catastrophe model to account for the variety of ways changes in competitive position can occur among competing businesses in an industry, and it builds on the growing body of catastrophe applications to organizational and managerial contexts.
Social psychological research and work in the areas of upward influence, organizational politics, and impression management document the use of ingratiatory behaviors for the purpose of altering (shaping) positively the evaluations or attributions of relevant others. We examine four aspects of the ingratiation process. First, we define and distinguish ingratiation from other related, but not identical, constructs. Second, we present a dynamic model of the process and review the literature on which the model is based. Third, we present issues for future research that follow directly from the model. Finally, we summarize the important theoretical and practical issues raised by our review.
A model is presented in which social and political factors are used to predict the likelihood of a CEO's dismissal. Although an organization's performance affects dismissal of a CEO, it is argued that the link is not direct. It is mediated by four constructs: (a) the board of directors' expectations and attributions, (b) the board's allegiances and values, (c) the availability of alternative candidates for CEO, and (d) the power of the incumbent CEO. Observable determinants of these constructs are identified It is suggested that these determinants can be found in characteristics of the board, the organization, the industry, the CEO, and the CEO's predecessor.