Making fast strategic decisions in high-velocity environments

"... The development of the field of strategic management within the last two decades has been dramatic. While its roots have been in a more applied area, often referred to as business policy, the current field of strategic management is strongly theory based, with substantial empir-ical research, and is ..."

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The development of the field of strategic management within the last two decades has been dramatic. While its roots have been in a more applied area, often referred to as business policy, the current field of strategic management is strongly theory based, with substantial empir-ical research, and is eclectic in nature. This review of the development of the field and its current position examines the field’s early develop-ment and the primary theoretical and methodological bases through its history. Early developments include Chandler’s (1962) Strategy and Structure and Ansoff’s (1965) Corporate Strategy. These early works took on a contingency perspective (fit between strategy and structure) and a resource-based framework emphasizing internal strengths and weaknesses. Perhaps, one of the more significant contributions to the development of strategic management came from industrial organiza-tion (IO) economics, specifically the work of Michael Porter. The structure-conduct-performance framework and the notion of strategic groups, as well as providing a foundation for research on competitive dynamics, are flourishing currently. The IO paradigm also brought econometric tools to the research on strategic management. Building on the IO economics framework, the organizational economics perspective contributed transaction costs economics and agency theory to strategic management. More recent theoretical contributions focus on the re-source-based view of the firm. While it has its roots in Edith Penrose’s work in the late 1950s, the resource-based view was largely introduced to the field of strategic management in the 1980s and became a domi-nant framework in the 1990s. Based on the resource-based view or developing concurrently were research on strategic leadership, strate-

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Knowledge Transfer Through Inheritance: Spin-out Generation, Development and Survival

by Rajshree Agarwal, Raj Echambadi, April M. Franco, Mb Sarkar

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2005. The (non) spread of innovations: The mediating role of professionals

by Ewan Ferlie, Louise Fitzgerald, Martin Wood, Chris Hawkins - Academy of Management Journal

"... Two qualitative studies in the U.K. health care sector trace eight purposefully selected innovations. Complex, contested, and nonlinear innovation careers emerged. Devel-oping the nonlinear perspective on innovation spread further, we theorize that multi-professionalization shapes “nonspread. ” Soci ..."

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Two qualitative studies in the U.K. health care sector trace eight purposefully selected innovations. Complex, contested, and nonlinear innovation careers emerged. Devel-oping the nonlinear perspective on innovation spread further, we theorize that multi-professionalization shapes “nonspread. ” Social and cognitive boundaries between different professions retard spread, as individual professionals operate within unidisci-plinary communities of practice. This new theory helps explain barriers to the spread of innovation in multiprofessional organizations in both health care and other settings. I think all the evidence about innovation in general practice points to the fact that rarely, very rarely, does a single method change people’s behaviour. Primary care doctor interviewed for this study Why do innovations not readily spread, even if backed by strong evidence? The study of the spread of innovations is an enduring focus of interest. More recent studies in the research literature have

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Measuring constructed preferences: Towards a building code

by John W. Payne, James R. Bettman, David A. Schkade - Journal of Risk and Uncertainty , 1999

"... A ‘‘building code’ ’ for preference measurement is needed in a world in which many expressions of preference are constructed when people are asked a valuation question. Construction of preferences means that preference measurement is best viewed as architecture Ž building a set of values. rather tha ..."

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A ‘‘building code’ ’ for preference measurement is needed in a world in which many expressions of preference are constructed when people are asked a valuation question. Construction of preferences means that preference measurement is best viewed as architecture Ž building a set of values. rather than as archaeology Ž uncovering existing values.. We describe potential faults in the process of preference construction, offer guidelines for measuring constructed preferences Ž a ‘‘building code’ ’. to mitigate these faults, and discuss how the code must be sensitive to the purpose of the valuation Ždesign vs. prediction.. Key words: constructive preferences, value measurement, decision aiding JEL Classification: D80

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Continuous “morphing:” Competing through dynamic capabilities, form, and function

by Violina P. Rindova, Kevin Steensma - Acad. Management J , 2001

"... In hypercompetitive environments, the established paradigms of sustainahility of competitive advantage and stability of organizational form may have limited applica-bility. Using an in-depth case analysis of the firms Yahoo! and Excite, this study examines how the organizational form, function, and ..."

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In hypercompetitive environments, the established paradigms of sustainahility of competitive advantage and stability of organizational form may have limited applica-bility. Using an in-depth case analysis of the firms Yahoo! and Excite, this study examines how the organizational form, function, and competitive advantage of these firms dynamically coevolved. Tbe study introduces the concept of continuous mor-phing to descrihe the comprehensive ongoing transformations through wbicb the focal firms sought to regenerate their transient competitive advantage on the Internet. The study of organizational form is at the core of organization science. Organizational scholars use the term "form " to descrihe structural features or patterns of organizations (McKelvey. 1982); econo-mists use it to contrast two alternative coordinating mechanisms, markets and hierarchies (Williamson, 1975); and ecologists, to descrihe organizational characteristics that identify an organization as a memher of a group of similar organizations (Ro-manelli, 1991). Population ecologists, in particular, have advanced the view that stahility and standard-ization of a form positively affect an organization's access to resources (Hannan & Freeman, 1984). Ac-cording to this view, stability leads to consistent actions and outcomes, which resource holders value and reward (Delacroix & Rao, 1993; Hannan & Freeman, 1989), and standardization enhances the legitimacy of a form (Hannan & Carroll, 1992). However, when environmental or resource condi-tions change, the organizational inertia associated with a particular organizational form impedes adaptive change and survival (Hannan & Freeman,

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Executive migration and strategic change: the effect of top manager movement on product market entry

by Author(s) Warren Boeker, Warren Boeker, Min-jer Chen, Donald Hambrick - Administrative Science Quarterly , 1997

"... Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at ..."

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Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at

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The convergence of planning and execution: improvisation in new product development

by Christine Moorman, Anne S. Miner - JOURNAL OF MARKETING , 1998

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Making fast strategic decisions in high-velocity environments (1989)

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