TRANSIENT COMPETITIVE ADVANTAGE MODEL (TCAM): A MODEL FORANALYSIS OF THE COMPANY SETTING IN THE CONTEXT OF TRANSIENT COMPETITIVE ADVANTAGES
Competitive advantage; Transient competitive advantage; New strategy manual;
Transient Competitive Advantage Model (TCAM).
A prominent feature of today's economy is the consistency of rapid change. However, many of the
ideas in strategy come from a time when things were more stable, which has contributed to thought
remains rooted in an era of inertia and stability. In this context, McGrath (2013b) proposes a new
perspective that is based on the idea of transient competitive advantage, that is, it involves the
adoption of practices that adapt to environments in which the advantages come and go, as well as
proposes a new strategy manual, which allows more malleable practices to surface. However,
although the concept of transient competitive advantage is a milestone in the new competitive
scenario, it is a theory still in its first steps, as it lacks a practical approach that facilitates its
dissemination. Thus, to the extent that still there are no means to analyze these ideas in practice,
making them in fact a contribution to organizations, the present study aims to propose a model to
analyze the company setting in the context of transient competitive advantages. For this, an
exploratory research will be carried out, of applied character, conducted according to the qualitative
approach. In operational terms, the research will follow the following phases: theoretical review;
elaboration of the preliminary model - submitted to the evaluation by pre-test; elaboration of the
final model; and practical application through multiple case studies. As a preliminary result, after
the theoretical revision phase, the Transient Competitive Advantage Model (TCAM) was
elaborated, representing the main elements that underpin the competition in the scenario of transient
competitive advantages.