TY  - CHAP
AB  - In this paper, we explore the conditions under which organizations that compete in both market and non-market domains might engage in collective strategy. We study low-power FM radio activists in the U.S., who employed a collective strategy both within and across geographic communities to gain the right to broadcast in low-power broadcast spectra. By comparing and contrasting two stages of the micro-radio movement, we argue that, under certain conditions, for collective strategy to be viable, organizations competing on the dimensions of both ideology and resources must recognize themselves as members of an identity group, based on their common struggle against a stronger, more salient enemy. We highlight the role of collective strategies in the processes of organizational ecology, and discuss the generalizability of our argument.
VL  - 23
SN  - 978-1-84950-435-5, 978-0-76231-338-9/0742-3322
DO  - 10.1016/S0742-3322(06)23014-6
UR  - https://doi.org/10.1016/S0742-3322(06)23014-6
AU  - Pozner Jo-Ellen
AU  - Rao Hayagreeva
ED  - Joel A.C. Baum
ED  - Stanislav D. Dobrev
ED  - Arjen Van Witteloostuijn
PY  - 2006
Y1  - 2006/01/01
TI  - Fighting a Common Foe: Enmity, Identity and Collective Strategy
T2  - Ecology and Strategy
T3  - Advances in Strategic Management
PB  - Emerald Group Publishing Limited
SP  - 445
EP  - 479
Y2  - 2024/04/25
ER  -