The successful organization in a hypercompetitive environment
is in a continuous state of aligning itself to its environment,
while simultaneously adapting its structure to its strategy
and maintaining a coherence of purpose. The study
presented here, and the propositions developed below, are a
first step in understanding the challenges faced by management
in a hypercompetitive environment and developing a
model of responses to such an environment. The case of Pepsi
Canada suggests that organizations which are successful in a
hypercompetitive environment should exhibit the following
characteristics. The mental schemas of top management