Strategy in TransitionRichard A. Bettis John Wiley & Sons, 4 feb. 2009 - 320 sidor The bursting of the ‘dotcom bubble’ and the terrorist attacks of September 11, 2001, have brought into question received wisdom about strategy. This volume reviews the lessons to be learnt from these events, and proposes that, as a result, strategy in the twenty-first century will have to develop along new lines.
Comprising a series of outstanding contributions by experts in the field, the collection focuses on changes that are occurring in how strategy is viewed, formulated and analysed, and looks forward to the future of strategic management. It discusses the emergence of new modes of thinking, new models, and new processes, and lays foundations on which strategy can build in future. |
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Sida 5
... (Teece et al., 1997). Firms innovate by changing and recombining established routines and skill repertoires (Schumpeter, 1934; Nelson and Winter, 1982). Such innovations can, for instance, occur through reconfiguration and redeployment ...
... (Teece et al., 1997). Firms innovate by changing and recombining established routines and skill repertoires (Schumpeter, 1934; Nelson and Winter, 1982). Such innovations can, for instance, occur through reconfiguration and redeployment ...
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... (Teece and Pisano, 1994). Dynamic capability research is strongly influenced by the concept of path-dependent, evolving, and cumulative processes (Nelson and Winter, 1982) causing organizations to evolve within paths and boundaries ...
... (Teece and Pisano, 1994). Dynamic capability research is strongly influenced by the concept of path-dependent, evolving, and cumulative processes (Nelson and Winter, 1982) causing organizations to evolve within paths and boundaries ...
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... (Teece et al., 1997: 516). The dynamic capability view stresses a firm's ability to renew and reconfigure its competencies and to respond to shifts in its business and technological environment. It also emphasizes managers' roles in ...
... (Teece et al., 1997: 516). The dynamic capability view stresses a firm's ability to renew and reconfigure its competencies and to respond to shifts in its business and technological environment. It also emphasizes managers' roles in ...
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... (Teece et al., 1997; Teece and Pisano, 1994). A firm's path shapes its processes through local search, creating new initiatives from past search and experience (Nelson and Winter, 1982). For instance, firms search for new technological ...
... (Teece et al., 1997; Teece and Pisano, 1994). A firm's path shapes its processes through local search, creating new initiatives from past search and experience (Nelson and Winter, 1982). For instance, firms search for new technological ...
Sida 12
... (Teece, 1992). The ease with which firms can advance their technological capabilities depends on the characteristics of their existing knowledge and routines upon which the focal innovation builds as well as on the relatedness of ...
... (Teece, 1992). The ease with which firms can advance their technological capabilities depends on the characteristics of their existing knowledge and routines upon which the focal innovation builds as well as on the relatedness of ...
Innehåll
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5 | |
An Empirical Study of Global Investment Banking | 35 |
Differentiating the Dominant Logics of Successful and Unsuccessful Firms in Emerging Markets | 81 |
The Implications of Trying to be an Innovator | 105 |
5 The Value of Managerial Learning in RD | 132 |
StructuralCognitive and Relational Dimensions | 153 |
7 Strategic Innovation in Financial Services | 175 |
8 The Role of Organizational Culture in the Corporate Branding Process at Silicon Valley rms | 205 |
Effects of Network Position on Individual Inventive Productivity | 223 |
How Organization Reputation and Employee KnowHow Affect Performance | 252 |
Was Apple Really Betamax Redux? | 274 |
Index | 302 |
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Academy ofManagement adoption analysis Apple Apple’s Barney capital structure cloning cluster collaboration company’s competitive advantage complementary assets create CSFB customers debt decisions dominant logic dynamic capability economic performance emerging capabilities empirical employee know-how environment equity external factor fast innovators financial slack firm’s firms focus Fombrun Goldman Sachs group-level effects Groupings K-means method Hypothesis identified implementation in-house individual industry intangible resources interaction internal interviews inventive productivity investment banking J.P. Morgan knowledge assets Lehman Brothers leverage Macintosh managerial market orientation market share measures Merrill Lynch non-innovators organization organizational culture organizational learning outputs outsourcing PC banking percent perspective positive potential R&D intensity relationship reputation resource-based resource-based view Review rivalry Salomon Brothers significant social capital strategic groups Strategic Management Journal Strategic ManagementJournal sustained competitive advantage technological competencies Teece theory tion transactional Internet banking University