Industry-Specific Competitive Action Types within the Nigerian Mobile Telecommunications Network Operating Industry Okechukwu Lawrence Emeagwali 1 and Lile Ati 2 1 The American University, 99302, Cyprus (Northern) Abstract Despite progress made, a comprehensive overview of the competitive dynamics literature reveals several gaps and limitations such as the lack of diverse coverage spanning currently relevant geographic locations –such as emerging markets as well as more diverse industries. This study investigates the competitive action-types specific to the Nigerian mobile telecommunications network operating industry, with the aim of providing a fresh geographic and industry perspective to the competitive dynamics literature. It uses the structured content analytic procedure widely used in the competitive dynamics research tradition for isolating competitive actions. Secondary data was used in this research and was sourced from publicly available news sources in from leading Nigerian media outlets. Findings reveal a total of 378 competitive actions types specific to the industry in focus. Keywords: industry-specific actions, competitive dynamics, strategy, competitive advantage, actions Introduction The competitive dynamics perspective that forms the base of this study has its foundation rooted in the Austrian school of economics, which argues that the economy is almost never in a state of equilibrium. Joseph Schumpeter in his theory of ‘creative destruction’ defines it as the certain and ultimate market decline of dominating firms along the course of competitive action and reaction (Schumpeter, 1934). This Schmpetarian and consequently Austrian School of Economics foundation is the basis upon which competitive dynamics researchers theorize competitive action and reaction dynamics inherent in different industries. Michael Porter in 1985, proposed the theory of competitive advantage. He emphasized that productive growth should be the main focus of national strategies. For a firm to be an industry or a market leader it need to hold the competitive advantage. A market leader will not dominate the market for long as other competitors will challenge a leading firm. The rivals will eventually erode the advantages held by the leading company and a new market leader emerges. This is not permanent as the new market leader’s advantage is short lived due to attacks and manoeuvres from less performing rivals. A cycle is hereby created. Turgay and Emeagwali (2012). As this continues, the market structure and process becomes dynamic meaning it will be in a state of constant change (Nokelainen, 2010) In realising the fact that for a firm to remain or gain a competitive advantage position, it depends on if these firms carry out competitive actions or not as well as the characteristics, function, or nature of the competitive actions they carry out; this developed an increased interest in competitive interaction more specifically competitive actions since the action determine a firm’s position.