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The articles in this special issue on complexity theory present a promising framework for evaluating the competitive impact of conduct undertaken by a new breed of dominant firm. The framework was described in terms of business networks or commercial ecosystems. The point was that "keystone" or "hub" firms at the center of such networks can exercise significant economic power even when they do not hold large market shares. These keystone or hub firms have access to another form of economic power--"architectural power"--that derives from their positional centrality. Like the hegemon at the center of an ecopolitical network of sovereigns, the keystone or hub firm has both ...