L’objectif principal de l’action stratégique consiste en la création et en la préservation dans le temps de l’avantage concurrentiel. Cet article estime que cet objectif peut être atteint par l’engagement des seules actions n’entraînant pas de réactions. Quatre caractéristiques liées aux actions (irréversibilité, spécificité, innovation et intensité) et trois caractéristiques associées aux réactions (occurrence, imitation et délai) sont testées dans le secteur de la presse magazine en France (presse “news ” et presse économique). Les résultats montrent que les actions irréversibles, innovantes et intenses provoquent beaucoup de réactions, alors que les actions spécifiques n’entraînent que peu de réponses. Ce qui émerge, cependant, est l’importance du délai de réaction, permettant aux firmes de se soustraire, pour un temps, à la concurrence. Vers la fin de l’année 1993, la préparation d’un nouveau quotidien du matin n’était plus qu’un secret de polichinelle: un journal allait voir le jour dans le segment déjà très encombré de la presse parisienne du matin. Une campagne de publicité se chargea d’annoncer au grand

This paper reports the results of an empirical study that examines how a manager's experience with a specific strategic information technology in their industry influences cognitive managerial tasks associated with new information technologies. Specifically, we sought to assess the effects of both positive and negative managerial experiences on: the framing of new information technologies as threats or opportunities for the firm, the perceived uncertainty associated with responding to new information technologies, and the seeking of information about new information technologies. We undertook this study in the tax preparation industry and examined how managerial perceptions of new information technologies were shaped by managers' previous experiences with electronic filing technology for tax returns. 3 4 LEARNING FROM EXPERIENCE: MANAGERIAL INTERPRETATIONS OF PAST AND FUTURE INFORMATION TECHNOLOGIES 1.0 Introduction Information and information technologies have long been considere...

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suggestions and comments. All mistakes are, of course, our own Previous research on executive turnover treats the departures of predecessors and the origin of successors as independent events. This approach has led to mixed empirical findings with respect to measuring the effects of executive turnover on firm performance. Based on a political perspective of organizations and a demographic approach to CEO turnover, we argue that the degree of organizational disruption created by the predecessor CEO's departure (e.g. forced versus natural turnover) and the potential for organizational change determined by the origin of the successor CEO (e.g. insider versus outsider) are important factors affecting subsequent firm performance. Based on a longitudinal data set of 200 organizations, our study demonstrates that the type of turnover a firm undertakes is associated with subsequent performance changes and that these changes are independent of a variety of other organizational changes. Taken as a whole, our approach and results indicate an important link between turnover, political and demographic processes, and firm performance. We consider the implications of our findings for

University of Michigan. We are also indebted to Stan Li and Barak Aharonson for their help with data collection and coding. Dancing with Strangers: