2020 年 9 巻 1 号 p. 140-146
Competitive Advantage has long been taken granted for commonly sustainable and should be always pursued in organization and management research discipline. But due to the ecology characteristics, organizations always suffer outside uncertain attacks (innovation or imitation) from environment and competitors, as well as the destiny of lifecycle process changes (evolution/revolution) also cognitive bias from inside structure and system. Researches in organization management witnessed the extensive application of Punctuated Equilibrium Theory (Eldredge and Gould, 1972) from the 1980s’ and deepened from 1990s’ with Hypercompetition Theory (D’Aveni, 1994) and Schumpeterian Creative Destruction thoughts (Schumpeter, 1942). This study fills the gap of competitive advantage research by: (1) defining and classifying the 4 distinctive types named as MCA (Marginal Competitive Advantage), TCA (Temporary Competitive Advantage), PCA (Punctuated Competitive Advantage), and SCA (Sustainable Competitive Advantage); (2) explicating the 4 characteristics named as Hierarchy, Complexity, Dynamics and Integration; (3) illustrating the mechanism of organizational change named as Epistemological and Behavioral Mechanism; (4) clarifying the 5 influence roots named as Path-dependency, Routine-locked, Isolating-mechanism, Causal ambiguity, History-accumulated, and Social complexity; (5) demonstrating the analysis framework named as Dynamic evolution, Ambidextrous management, Imicreative revolution, Integrative thinking, and Competitive lifecycle; and (6) interpreting the 15 countervailing powers and methods.