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Unconventional competition - drawing lessons from the military


  • Udechukwu Ojiako
  • Johnnie Johnson
  • Maxwell Chipulu
  • Alasdair Marshall


We explore aspects of unconventional competition between firms. In particular, we address two critical questions. The first is: what happens when firms decide to compete outside the rules and frameworks of conventional competition? In other words, how should firms react to competitors who employ unconventional means of competition that differ from recognised Western ethical and legal norms? Secondly, we examine whether current warfare models provide guidance to firms facing such unconventional competition. To address these two questions, we seek to draw lessons from decision-making approaches adopted by the military. We come to the conclusion that businesses can learn a great deal from how the military deals with unconventional competition.

Suggested Citation

  • Udechukwu Ojiako & Johnnie Johnson & Maxwell Chipulu & Alasdair Marshall, 2010. "Unconventional competition - drawing lessons from the military," Prometheus, Taylor & Francis Journals, vol. 28(4), pages 327-342.
  • Handle: RePEc:taf:promet:v:28:y:2010:i:4:p:327-342
    DOI: 10.1080/08109028.2010.541756

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    Cited by:

    1. Alasdair Marshall & Melanie Ashleigh & Denise Baden & Udechukwu Ojiako & Marco Guidi, 2015. "Corporate Psychopathy: Can ‘Search and Destroy’ and ‘Hearts and Minds’ Military Metaphors Inspire HRM Solutions?," Journal of Business Ethics, Springer, vol. 128(3), pages 495-504, May.

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