To win without fighting: an integrative framework

Abstract

“To win without fighting” is perhaps the supreme ideal in strategic management. This article coalesces extant strategy literature under the overarching theme of “to win without fighting” as a style of strategy. It draws on managerial wisdom gained from the structural approach, the resource‐based view of the firm, the Schumpeterian perspective, and the commitment approach to strategy. From, respectively, both the challenger’s and the leader’s perspectives, it presents the necessary contextual conditions and the actual mechanisms through which “to win without fighting” could be practiced. Potential pitfalls of this style of strategy and its relationship with “to win by fighting” strategy are also addressed so as to put it into the larger perspective of strategic management practice.

Citation

Ma, H. (2003), "To win without fighting: an integrative framework", Management Decision, Vol. 41 No. 1, pp. 72-84. https://doi.org/10.1108/00251740310452925