ІЬЦ<яя?Mintzberg, Henry1987Crafting strategy66-75Harvard Business Review654)Harvard Business School Publication Corp.ЄBUSINESS enterprises BUSINESS logistics BUSINESS planning CORPORATIONS -- Growth EXECUTIVES MANAGEMENT STRATEGIC planning SUCCESS in business ARTISANS POTTERY WORKMANSHIP.The crafting image better captures the process by which effective strategies come to be. The planning image, long popular in literature, distorts these processes and thereby misguides organizations that embrace it unreservedly. By considering strategy making from the perspective of one person, free of all the paraphernalia of what has been called the strategy industry we can learn something about the formation of strategy in the corporation. For much as the potter has to manage the craft, so too managers have to craft their strategy. The product that emerges on the wheel is likely to be in the tradition of past work, but the potter may break away and embark on a new direction. Even so, the past is no less present, projecting itself into the future. Managers are craftsmen and strategy is their clay. Like the potter, they sit between a past of corporate capabilities and a future of market opportunities. And if they are truly craftsmen, they bring to their work an equally intimate knowledge of the materials at hand. That is the essence of crafting strategy.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=4076026&loginpage=loginpage=Login.asp •Article Accession Number: 4076026; Mintzberg, Henry 1; Affiliations: 1: Bronfman Professor of Management, McGill University.; Source Information: Jul/Aug87, Vol. 65 Issue 4, p66; Thesaurus Term: BUSINESS enterprisesThesaurus Term: BUSINESS logisticsThesaurus Term: BUSINESS planningThesaurus Term: CORPORATIONS -- GrowthThesaurus Term: EXECUTIVESThesaurus Term: MANAGEMENTThesaurus Term: STRATEGIC planningThesaurus Term: SUCCESS in business; Subject Term: ARTISANSSubject Term: POTTERYSubject Term: WORKMANSHIP; NAICS/Industry Codes: 327112 Vitreous China, Fine Earthenware, and Other Pottery Product Manufacturing; Number of Pages: 10p; Document Type: Article00178012Harvard Business Review4076026BЯЦ<яя? Pitman, Brian2000 In my opinion14Management Today#Haymarket Business Publications Ltd;BUSINESS planning ORGANIZATIONAL change SUCCESS in businessмDiscusses the need for organizations to conduct goal-setting and respond to changes in order to succeed. Advantages of shareholder value as a governing objective; Setting high standards; Importance of the exercise of candor and honesty.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=3303239&loginpage=loginpage=Login.asp эArticle Accession Number: 3303239; Pitman, Brian; Source Information: Jun2000, p14; Thesaurus Term: BUSINESS planningThesaurus Term: ORGANIZATIONAL changeThesaurus Term: SUCCESS in business; Number of Pages: 1p; Illustrations: 1c; Document Type: Article00251925Management Today3303239ЬЬЦ<яя?Porter, Michael E.1996What is strategy?61-78Harvard Business Review746)Harvard Business School Publication Corp.uBUSINESS planning COMPETITION INDUSTRIAL management MANAGEMENT science STRATEGIC planning COMPETITIVE Strategy (Book)!Positioning--once the heart of strategy--is rejected as too static for today's dynamic markets and changing technologies. There is a failure to distinguish between operational effectiveness and strategy. Although the quest for productivity has resulted in operational improvements, many companies have been frustrated by their inability to translate those gains into sustainable profitability. Slowly, management tools have taken the place of strategy. Improving operational effectiveness is a necessary part of management, but it is not strategy. In confusing the two, managers have unintentionally backed into a way of thinking about competition that is driving many industries toward competitive convergence. Managers must clearly distinguish operational effectiveness from strategy. A company may have to change its strategy if there are major structural changes in its industry. A company's choice of a new position must be driven by the ability to find new trade-offs and leverage a new system of complementary activities into a sustainable advantage.}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=9611187954&loginpage=loginpage=Login.asp щArticle Accession Number: 9611187954; Porter, Michael E.; Source Information: Nov/Dec96, Vol. 74 Issue 6, p61; Thesaurus Term: BUSINESS planningThesaurus Term: COMPETITIONThesaurus Term: INDUSTRIAL managementThesaurus Term: MANAGEMENT scienceThesaurus Term: STRATEGIC planning; Reviews & Products: COMPETITIVE Strategy (Book); NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 18p; Illustrations: 3 diagrams, 1 graph, 2c; Document Type: Article; Full Text Word Count: 988800178012Harvard Business Review 9611187954µЬЦ<яя?Bourgeois, L. J., III19802Strategy and environment: A conceptual integration25-39Academy of Management Review51Academy of Management*COMMERCIAL policy ORGANIZATIONAL sociologyISuggests an integration of strategy and environment variables as treated in their separate business policy (BP) and organization theory (OT) disciplines. Review of some of the BP literature in terms of its treatment of strategy; Attempts in BP to link strategy and environment empirically; Review of OT literature on environment.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=4288844&loginpage=loginpage=Login.asp вArticle Accession Number: 4288844; Bourgeois III, L. J.; Source Information: Jan1980, Vol. 5 Issue 1, p25; Thesaurus Term: COMMERCIAL policyThesaurus Term: ORGANIZATIONAL sociology; Number of Pages: 15p; Document Type: Article03637425Academy of Management Review4288844ДьЦ<яя?Rumelt, Richard P.1991How much does industry matter?167-185Strategic Management Journal123^ANALYSIS of variance COMPETITION ECONOMICS INDUSTRIAL efficiency INDUSTRIES STRATEGIC planning%This article studies the importance of industries. Because competition acts to direct resources towards uses offering highest returns, persistently unequal returns mark the presence of either natural or contrived impediments to resource flows. In contrast to economics, business strategy research began with the presumption of heterogeneity within industries and has only recently come to grips with the question of how differences in efficiency are sustained in the face of competition. In discussing the heterogeneity within industries the term firm has an ambiguity that easily leads to confusion. It is important to note that with fixed-effects estimation, strict tests for the presence of effects are possible only for the last effects fitted. The data reveal negligible corporate effects, small stable industry effects, and very large stable business-unit effects. These results imply that the most important sources of economic rents are business-specific, industry membership is a much less important source and corporate parentage is quite unimportant.{http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=12496260&loginpage=loginpage=Login.asp Article Accession Number: 12496260; Rumelt, Richard P. 1; Affiliations: 1: Anderson Graduate School of Management, University of California, Los Angeles, California, U.S.A.; Source Information: Mar91, Vol. 12 Issue 3, p167; Thesaurus Term: ANALYSIS of varianceThesaurus Term: COMPETITIONThesaurus Term: ECONOMICSThesaurus Term: INDUSTRIAL efficiencyThesaurus Term: INDUSTRIESThesaurus Term: STRATEGIC planning; NAICS/Industry Codes: 339999 All Other Miscellaneous Manufacturing; Number of Pages: 19p; Document Type: Article01432095Strategic Management Journal12496260~пыяяя?Scott Morton, Fiona1999%Strategic complements and substitutes2Financial Times London, UKNov. 8ьЦ<яя? Lei, David1989!Strategies for global competition102-109Long Range Planning221‘COMPETITION, International STRATEGIC planning TECHNOLOGICAL innovations INTERNATIONAL markets BUSINESS enterprises -- United States UNITED StatespThis article analyses the strategic dimensions of global competition. As U.S. companies enter the fight for global markets, a broader definition of corporate strategy as it relates to developing competitive advantage is needed to provide managers with superior tools to improve their strategic thinking. Corporate-level strategy involves both a 'foreign policy' as well as a 'domestic policy' dimension, and a time dimension. The foreign policy dimension relates to the company's endeavors to find a workable balance between internal development and acquisitions for entering and exploiting new technologies on one's own. The final dimension relates to time, i.e. understanding those conditions where changes in company strategy and structure are needed to help guide the company into the future. Examples are provided to illustrate these dimensions in action.ABSTRACT FROM AUTHOR{http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=12300861&loginpage=loginpage=Login.asp еArticle Accession Number: 12300861; Lei, David 1; Affiliations: 1: Assistant Professor of International Management Studies, University of Texas, Dallas.; Source Information: Feb89, Vol. 22 Issue 1, p102; Thesaurus Term: COMPETITION, InternationalThesaurus Term: STRATEGIC planningThesaurus Term: TECHNOLOGICAL innovationsThesaurus Term: INTERNATIONAL markets; Subject Term: BUSINESS enterprises -- United States; Subject Term: UNITED States; Number of Pages: 8p; Document Type: Article00246301Long Range Planning12300861?ьЦ<яя?$Linneman, Robert E. Klein, Harold E.1979:The use of multiple scenarios by U.S. industrial companies83-90Long Range Planning121fFUTURES INDUSTRIAL management STRATEGIC planning SURVEYS FORECASTING -- Study & teaching UNITED StatesA growing number of firms have responded to the a unpredictable future' by developing ways to measure their proposed strategies against several plausible alternative futures. Probably the most widely used of these techniques is multiple (or alternative) scenario analysis (MSA). Survey results indicate that approximately 150 of the Fortune '1000' industrials now use MSA in their formal planning processes. Most have begun using MSA within the last 3 or 4 years. Furthermore, a number of other companies are considering its use. Survey results also show that firms do not follow the relatively rigorous procedures as suggested in the literature. Also, MSA seems to be most successful when management is both knowledgeable and involved with scenarios from the beginning.ABSTRACT FROM AUTHOR{http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=12301093&loginpage=loginpage=Login.asp sArticle Accession Number: 12301093; Linneman, Robert E. 1Klein, Harold E. 2; Affiliations: 1: Associate Professor of Marketing Temple University, Philadelphia, Pennsylvania, U.S.A. 2: Assistant Professor of Management, Temple University, Philadelphia, Pennsylvania, U.S.A.; Source Information: Feb79, Vol. 12 Issue 1, p83; Thesaurus Term: FUTURESThesaurus Term: INDUSTRIAL managementThesaurus Term: STRATEGIC planningThesaurus Term: SURVEYS; Subject Term: FORECASTING -- Study & teaching; Subject Term: UNITED States; NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 8p; Document Type: Article00246301Long Range Planning12301093ЬЦ<яя? Schmalensee, Richard1985Do markets differ much?341-351American Economic Review753American Economic Association‘ANALYSIS of variance COMPETITION CORPORATE profits ACCOUNTING INDUSTRIAL organization (Economic theory) MARKET share MICROECONOMICS UNITED StatesThis article reports the results of a cross-section study of differences in accounting profitability that highlights some basic controversies in industrial economics. In particular, the article provides estimates of the relative importance of firm, market, and market share differences in the determination of business unit profitability in U.S. manufacturing. Using 1975 data from the Line of Business Program of the U.S. Federal Trade Commission, it finds support neither for the existence of firm effects nor for the importance of market share effects. Moreover, while industry effects apparently exist and are important, they appear to be negatively correlated with seller concentration in these data. Instead of attempting structural analysis, this study employs a simple analysis of variance framework that allows one to focus directly on the existence and importance of firm, market, and market share effects without having to deal simultaneously with specific hypotheses and measurement issues related to their determinants.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=4500227&loginpage=loginpage=Login.asp 1Article Accession Number: 4500227; Schmalensee, Richard 1; Affiliations: 1: Sloan School of Management, Massachusetts Institute of Technology, Cambridge MA 02139.; Source Information: Jun85, Vol. 75 Issue 3, p341; Thesaurus Term: ANALYSIS of varianceThesaurus Term: COMPETITIONThesaurus Term: CORPORATE profitsThesaurus Term: ACCOUNTINGThesaurus Term: INDUSTRIAL organization (Economic theory)Thesaurus Term: MARKET shareThesaurus Term: MICROECONOMICS; Subject Term: UNITED States; Number of Pages: 11p; Illustrations: 1 chart, 1 diagram; Document Type: Article00028282American Economic Review4500227AOюьюя? Grant, Robert M.2002Chapter 10: Industry evolution303-316BContemporary strategy analysis: concepts, techniques, applications Malden, MA Blackwell4thStrategic planning.Robert M. Grant. ill. ; 25 cm.30631231358 (alk. paper) 0631231366 (pb. alk. paper)HD30.28 .G72 2002 658.4/012йПЮьюя?%Kamien, Morton I. Schwartz, Nancy Lou1982Market structure and innovation xi, 241 p.(Cambridge surveys of economic literatureNew YorkCambridge University PressDTechnological innovations. Industrial organization (Economic theory)nhttp://www.loc.gov/catdir/description/cam022/81012254.html http://www.loc.gov/catdir/toc/cam029/81012254.html @Morton I. Kamien and Nancy L. Schwartz. 22 cm. Includes indexes.0521221900 0521293855 (pbk.)HC79.T4 K3 338Qьфэяя?Huff, Anne Sigismund1982-Industry influences on strategy reformulation119-131Strategic Management Journal326Studies Strategy Strategic planning Industry FormationJouryIn strategy formulation, organizations tend to make similar environmental assessments leading to similar strategic decisions; in retrospect, these are often proved to be misguided. This similarity in strategy can be seen to be a function of a strategic frame made up of overlapping organizational, industry group, and general industry concepts based on past analogous experiences, industry group experiences, and environmental influences. Concepts are dropped from and added to an organization's strategic frame as experiments fail or as unintended strategies are successful. When a strategic frame is being reformulated, concepts that are fundamentally different, and inconsistent as a set, will be added. Further research is required to determine the pool of concepts held in common by industry groups, both to identify specific concepts and to study how these concepts change over time.01432095ГЬТ<пя? 1997Learning to play the game86 The Economist3438017Economist Newspaper LimitedcAUCTIONS TELECOMMUNICATION policy UNITED States. -- Federal Communications Commission UNITED StatesMay 17ЮDiscusses the faults of simultaneous multiple-round auctioning as practiced by the US Federal Communications Commission (FCC) in distributing the control of frequencies. The expectation that the auctioning process would raise money for the government as well as assure that the frequency was used in the most productive way; The allegations that there has been illegal signalling by companies competing for various frequencies; The investigation by the US Department of Justice.}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=aph&an=9705252793&loginpage=loginpage=Login.asp WArticle Accession Number: 9705252793; Source Information: 05/17/97, Vol. 343 Issue 8017, p86; Subject Term: AUCTIONSSubject Term: TELECOMMUNICATION policy; Subject Term: UNITED States. -- Federal Communications Commission; Subject Term: UNITED States; Number of Pages: 1p; Illustrations: 1bw; Document Type: Article; Full Text Word Count: 102200130613 Economist 97052527938017ЄЬЦ<яя?Porter, Michael E.1979%How competitive forces shape strategy137-145Harvard Business Review572)Harvard Business School Publication Corp.COMPETITION STRATEGIC planning>Discusses the nature and degree of competition in industry. Effects of the threat of new entrants; Bargaining power of customers and suppliers; Threat of substitute products or services; Establishment of a strategic agenda for dealing with contending currents; Role of competition in the essence of strategy formation.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=3867673&loginpage=loginpage=Login.asp сArticle Accession Number: 3867673; Porter, Michael E.; Source Information: Mar/Apr79, Vol. 57 Issue 2, p137; Thesaurus Term: COMPETITIONThesaurus Term: STRATEGIC planning; Number of Pages: 9p; Illustrations: 1 diagram; Document Type: Article00178012Harvard Business Review3867673»ЬЦ<яя?#Zahra, Shaker A. Chaples, Sherry S.1993#Blind spots in competitive analysis7-28Academy of Management Executive72Academy of Management+BUSINESS intelligence INDUSTRIAL managementѕFocuses on competitive analysis for strategy formulation and implementation in corporations. Business intelligence; Prediction of strategic moves of competitors; Benefits; Complexity; Flaws.}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=9411302318&loginpage=loginpage=Login.asp hArticle Accession Number: 9411302318; Zahra, Shaker A.Chaples, Sherry S.; Source Information: May93, Vol. 7 Issue 2, p7; Thesaurus Term: BUSINESS intelligenceThesaurus Term: INDUSTRIAL management; NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 22p; Illustrations: 1 chart; Document Type: Article; Full Text Word Count: 1116710795545Academy of Management Executive 94113023186ЬЦ<яя?Stalk, George, Jr.1988/Time - The next source of competitive advantage41-51Harvard Business Review664)Harvard Business School Publication Corp.cBUSINESS planning COMPETITION INDUSTRIAL efficiency JUST-in-time systems MANAGEMENT TIME managementбFocuses on the emphasis of time in Japanese industrial performance. Why the leading Japanese companies recognize that time is the most critical competitive yardstick to company performance; Advantages of time-based approaches; History of competitive advantages in Japan since World War II; Ways to achieve high productivity at low cost; Variety as a competitive advantage; Flexible manufacturing and rapid-response systems; Business forecasting; Delays between the event that creates a new demand and the time when the factory receives the information; Comments on time-based manufacturing policies such as the length of production runs, organization of process components, and complexity of scheduling procedures; Time-based innovation.}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=8800022437&loginpage=loginpage=Login.asp ‡Article Accession Number: 8800022437; Stalk Jr., George; Source Information: Jul/Aug88, Vol. 66 Issue 4, p41; Thesaurus Term: BUSINESS planningThesaurus Term: COMPETITIONThesaurus Term: INDUSTRIAL efficiencyThesaurus Term: JUST-in-time systemsThesaurus Term: MANAGEMENTThesaurus Term: TIME management; Number of Pages: 11p; Illustrations: 1 chart, 1 diagram, 6 graphs; Document Type: Article00178012Harvard Business Review 8800022437zЬЦ<яя?(Kanter, Rosabeth Moss Dretler, Thomas D.1998U"Global strategy" and its impact on local operations: Lessons from Gillette Singapore60-68Academy of Management Executive124Academy of Management?INTERNATIONAL trade GILLETTE Singapore (Company) PARKER Pen Co.iAdvances the view that global strategy is synonymous with holistic approaches that can tighten local integration in the interest of global goals. Gillette Singapore's experience as first Asia-Pacific market to fully integrate acquired company, Parker Pen; Need to acknowledge cultural differences and respect local norms when tapping the power of global brands.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=1333948&loginpage=loginpage=Login.asp 5Article Accession Number: 1333948; Kanter, Rosabeth MossDretler, Thomas D.; Source Information: Nov98, Vol. 12 Issue 4, p60; Thesaurus Term: INTERNATIONAL trade; Company/Entity: GILLETTE Singapore (Company)Company/Entity: PARKER Pen Co.; Number of Pages: 9p; Document Type: Article; Full Text Word Count: 621910795545Academy of Management Executive1333948«ьхэяя?)Lieberman, Marvin B. Montgomery, David B.1988First-mover advantages41-58Strategic Management Journal95JourThis article surveys the theoretical and empirical literature on mechanisms that confer advantages and disadvantages on first-mover firms. Major conceptual issues are addressed, and recommendations are given for future research. Managerial implications are also discussed.01432095FЬЦ<яя?Levitt, Theodore1965Exploit the product life cycle81-94Harvard Business Review436)Harvard Business School Publication Corp.‚CORPORATIONS -- Growth DEMAND (Economic theory) LIFE cycle costing PRODUCT life cycle PRODUCT management PROFIT STRATEGIC planningоThe object of this article is to suggest some ways of using the product life cycle concept effectively and of turning the knowledge of its existence into a managerial instrument of competitive power. The life story at most successful products is a history of their passing through certain recognizable stages. The first stage is market development, that is when the new product is brought into the market, before there is a proved demand for it. Then the demand begins to accelerate and the size of the total market expands rapidly. The market maturity rate is explained when demand levels off and grows, for the most part, only at the replacement and new family-formation rate. The product then passes through the stage of product decline as it begins to lose consumer appeal and sales drift downward. Thus, for companies interested in continued growth and profits, successful new product strategy should be viewed as a planned totality that looks ahead over some years. For its own good, new product strategy should try to predict in some measure the likelihood, the character and timing of competitive and market events. Finally, consideration must focus on how the product should be introduced and the many uses for which it might be promoted at the outset .zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=3866434&loginpage=loginpage=Login.asp „Article Accession Number: 3866434; Levitt, Theodore; Source Information: Nov/Dec65, Vol. 43 Issue 6, p81; Thesaurus Term: CORPORATIONS -- GrowthThesaurus Term: DEMAND (Economic theory)Thesaurus Term: LIFE cycle costingThesaurus Term: PRODUCT life cycleThesaurus Term: PRODUCT managementThesaurus Term: PROFITThesaurus Term: STRATEGIC planning; Number of Pages: 14p; Document Type: Article00178012Harvard Business Review3866434Ўьфэяя?)Lieberman, Marvin B. Montgomery, David B.1998PFirst-mover (dis)advantages: Retrospective and link with the resource-based view 1111-1125Strategic Management Journal1912EMarket entry Competitive advantage Disadvantages Strategic managementJour~The prize-winning paper, First-Mover Advantages, is reflected upon and updated. The evolution of the literature over the past decade is discussed and opportunities are suggested for continuing research. In particular, we see benefits are seen from linking empirical findings on first-mover advantages with the complementary stream of research on the resource-based view of the firm.01432095Тьфэяя?Malaska, Pentti1985HMultiple scenario approach and strategic behaviour in European companies339-355Strategic Management Journal64KStudies Strategic planning Statistical analysis Corporate planning BehaviorJourПToday, scenarios are a popular topic in management literature. However, information available about how extensively scenarios are employed and the possible motives for their use, as well as their effects on strategic behavior in firms, has hitherto been very limited. Results of a survey among Fortune's top 1,000 companies in the US in 1977 and 1981 demonstrate a growing corporate interest in scenarios. A s of scenarios in large Western European firms in 1981 provides evidence of similar interest in Europe. Results of the European survey are presented here, and the differences between user and nonuser attitudes toward the future among European firms analyzed and the implications for strategic behavior outlined.01432095№ьрэяя?2000%The knowledge monopolies: Patent wars75-77 The Economist3558165:Patents Intellectual property Trends Competitive advantageJourApril 8юThe number of patents being issued in the US is running at nearly twice the level of a decade ago. In Europe, the growth has been slower, and patents are anyway harder to get. Part of the reason for America's patent-boom lies in government. Landmark court decisions have made new areas of technology patentable. Business attitudes to patents have also been changing. Life is getting more competitive, and companies have been thinking harder than ever about what the barriers to entry into their businesses are.00130613 §ЬЦ<яя?'Morris, Charles R. Ferguson, Charles H.1993%How architecture wins technology wars86-96Harvard Business Review712)Harvard Business School Publication Corp.»BUREAUCRACY COMPUTER architecture COMPUTER industry COMPUTER networks HIGH technology industries INFORMATION technology SUBSIDIES LOSS control EUROPE INTERNATIONAL Business Machines Corp.ОThe article states that the global computer industry is undergoing radical transformation. International Business Machines Corp., the industry's flagship, is reeling from unaccustomed losses and is reducing staff by tens of thousands. The usual explanations for the industry's turmoil are at best inadequate. Government protection and subsidies are no panacea either. European computer industry is the most heavily subsidized in the world but still has no serious players in global computer markets. A new paradigm is required to explain patterns of competitive success and failure in information technology. Simply stated, competitive success flows to the company that manages to establish proprietary architectural control over a broad, fast-moving, competitive space. Architectural strategies have become of paramount importance in information technology because of the astonishing rate of improvement in microprocessors and other semiconductor components. An architectural controller is a company that controls one or more of standards by which the entire information package is assembled. INSETS: Scenarios for architectural competition..; Scenarios for architectural competition..; Scenarios for architectural competition...}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=9308065085&loginpage=loginpage=Login.asp ЁArticle Accession Number: 9308065085; Morris, Charles R.Ferguson, Charles H.; Source Information: Mar/Apr93, Vol. 71 Issue 2, p86; Thesaurus Term: BUREAUCRACYThesaurus Term: COMPUTER architectureThesaurus Term: COMPUTER industryThesaurus Term: COMPUTER networksThesaurus Term: HIGH technology industriesThesaurus Term: INFORMATION technologyThesaurus Term: SUBSIDIESThesaurus Term: LOSS control; Subject Term: EUROPE; Company/Entity: INTERNATIONAL Business Machines Corp. DUNS Number: 001368083 Ticker: IBM; NAICS/Industry Codes: 334 Computer and Electronic Product Manufacturing; Number of Pages: 11p; Illustrations: 3 cartoons; Document Type: Article; Full Text Word Count: 660300178012Harvard Business Review 9308065085ћЬТ<яя?Shapiro, Carl Varian, Hal R.1999The art of standards wars8-32California Management Review412California Management Review'MANAGEMENT science TECHNOLOGY STANDARDSWinterмBefore you can craft standards strategy, you first need to understand what type of standards war you are waging. The single most important factor to track is the compatibility between the dueling new technologies and established products. Standards wars come in three types: rival Evolutions, rival Revolutions, and Revolution versus Evolution. The authors' main lessons for strategy and tactics, drawn from dozens of standards wars over the past century and more are these: Before you go to war, assemble allies; Preemption is a critical tactic during a standards war; Managing consumer expectations is crucial in network markets; When you've won your war, don't rest easy; and If you fall behind, avoid survival pricing--it just signals weakness.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=1671231&loginpage=loginpage=Login.asp -Article Accession Number: 1671231; Shapiro, CarlVarian, Hal R.; Source Information: Winter99, Vol. 41 Issue 2, p8; Thesaurus Term: MANAGEMENT scienceThesaurus Term: TECHNOLOGYThesaurus Term: STANDARDS; Number of Pages: 25p; Illustrations: 1 diagram; Document Type: Article; Full Text Word Count: 1112800081256California Management Review1671231 іЬЦ<яя?$Tushman, Michael L. Anderson, Philip1986=Technological discontinuities and organizational environments439-465 Administrative Science Quarterly313 Administrative Science Quarterly‚AIRLINES ORGANIZATIONAL change ORGANIZATIONAL sociology TECHNOLOGICAL innovations SCIENCE -- Social aspects TECHNOLOGICAL progressў This article focuses on patterns of technological change and on the impact of technological breakthroughs on environmental conditions. Using data from the minicomputer, cement, and airline industries from their births through 1980, authors demonstrate that technology evolves through periods of incremental change punctuated by technological breakthroughs that either enhance or destroy the competence of firms in an industry. These breakthroughs, or technological discontinuities, significantly increase both environmental uncertainty and munificence. The study shows that while competence-destroying discontinuities are initiated by new firms and are associated with increased environmental turbulence, competence-enhancing discontinuities are initiated by existing firms and are associated with decreased environmental turbulence. These effects decrease over successive discontinuities. Those firms that initiate major technological changes grow more rapidly than other firms. Technological change clearly affects organizational environments. Beyond exploring more deeply the nature of technological change, future research could also explore the linkage between technological evolution and population phenomena, such as structural evolution, mortality rates, or strategic groups, as well as organizational issues, such as adaptation, succession, and political processes. These results suggest that technology is not a static environmental resource.ABSTRACT FROM AUTHOR This paper focuses on patterns of technological change and on the impact of technological breakthroughs on environmental conditions. Using data from the minicomputer, cement, and airline industries from their births through 1980, we demonstrate that technology evolves through periods of incremental change punctuated by technological break-throughs that either enhance or destroy the competence of firms in an industry. These breakthroughs, or technological discontinuities, significantly increase both environmental uncertainty and munificence. The study shows that while competence-destroying discontinuities are initiated by new firms and are associated with increased environmental turbulence, competence-enhancing discontinuities are initiated by existing firms and are associated with decreased environmental turbulence. These effects decrease over successive discontinuities. Those firms that initiate major technological changes grow more rapidly than other firms.ABSTRACT FROM AUTHORzhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=4013939&loginpage=loginpage=Login.asp яArticle Accession Number: 4013939; Tushman, Michael L. 1Anderson, Philip 2; Affiliations: 1: Columbia University. 2: Cornell University.; Source Information: Sep86, Vol. 31 Issue 3, p439; Thesaurus Term: AIRLINESThesaurus Term: ORGANIZATIONAL changeThesaurus Term: ORGANIZATIONAL sociologyThesaurus Term: TECHNOLOGICAL innovations; Subject Term: SCIENCE -- Social aspectsSubject Term: TECHNOLOGICAL progress; NAICS/Industry Codes: 48111 Scheduled Air Transportation; Number of Pages: 27p; Document Type: Article00018392 Administrative Science Quarterly4013939 ЊЬЦ<яя?'Collis, David J. Montgomery, Cynthia A.1998Creating corporate advantage70-83Harvard Business Review763)Harvard Business School Publication Corp.SBUSINESS planning MANAGEMENT science NEWELL Co. SHARP Corp. TYCO International Ltd.Corporate executives face mounting pressure from their boards and from capital markets to add value. To date, however, that pressure has had the greatest impact on corporate strategy in ailing companies, not on the majority of companies, which neither destroy value nor create it. The authors studied 50 companies during a six-year project. They found that corporate executives were struggling to create viable corporate strategies. In each case, executives were focusing on individual elements of corporate strategy: resources, businesses, or organization. What was missing was the insight that turns those elements into an integrated whole. That insight is the essence of corporate advantage. In this article, the authors look at the efforts of Newell, Sharp, and Tyco and found that they have all sustained corporate advantage over many years through a process of continual upgrading. Newell increased its service levels. Tyco increased the size of the acquisitions it is capable of making. Sharp has consciously fostered a feeling of crisis in the firm. In the companies studied by the authors, brilliant strategies began with new ideas. These were followed by deliberate investments in resources made over many years, the development of a clear understanding of the businesses in which those resources would be valuable, and the painstaking tailoring of organizations to make the strategy a reality. INSETS: Relatedness is about resources, not products; Should corporate resources be shared or transferred?; Financial versus operating control.yhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=547126&loginpage=loginpage=Login.asp ИArticle Accession Number: 547126; Collis, David J.Montgomery, Cynthia A.; Source Information: May/Jun98, Vol. 76 Issue 3, p70; Thesaurus Term: BUSINESS planningThesaurus Term: MANAGEMENT science; Company/Entity: NEWELL Co. DUNS Number: 785360231Company/Entity: SHARP Corp. DUNS Number: 002346625Company/Entity: TYCO International Ltd. Ticker: TYC; Number of Pages: 14p; Illustrations: 3 diagrams, 1c, 3bw; Document Type: Article; Full Text Word Count: 682500178012Harvard Business Review547126эЬЦ<яя?Goold, Michael Luchs, Kathleen19932Why diversify? Four decades of management thinking7-25Academy of Management Executive73Academy of Management?DIVERSIFICATION in industry DIVERSIFIED companies UNITED StatesExplores the thinking and practice of diversification in industries in the United States. Successful strategies for diversified companies; Company performance; Portfolio planning; History of diversification and corporate strategy; Challenges of diversification.}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=9411302341&loginpage=loginpage=Login.asp EArticle Accession Number: 9411302341; Goold, MichaelLuchs, Kathleen; Source Information: Aug93, Vol. 7 Issue 3, p7; Thesaurus Term: DIVERSIFICATION in industryThesaurus Term: DIVERSIFIED companies; Subject Term: UNITED States; Number of Pages: 19p; Illustrations: 1 diagram; Document Type: Article; Full Text Word Count: 955310795545Academy of Management Executive 9411302341Гьфэяя?Nayyar, Praveen R.1992`On the measurement of corporate diversification strategy: Evidence from large U.S. service firms219-235Strategic Management Journal133VStrategic planning Service industries Measurement Diversification Comparative analysisJour™Actual, not potential, relatedness determines the results of diversification strategies. An external examination of a firm's businesses, products, markets, and technologies allows the assessment of potential relatedness among its various businesses. Potential relatedness is often not realized, however. In addition, relatedness may be externally invisible. Thus, actual relatedness may diverge from externally measured potential relatedness. Evidence is provided which suggests that measures of corporate diversification strategy based on internal data differ significantly from those based on externally avaliable data. Difficulties in implementing related diversification strategies may force firms to forego the benefits of relatedness among their businesses. Consequently, externally observed similarities in products, markets, or technologies may not reveal actual relatedness among businesses in diversified firms.01432095¬ДэЯяяя?U;Internet Center for Management and Business Administration,2004Porter's five forcesJanuary 21, 2005-http://www.quickmba.com/strategy/porter.shtml®DЗяяяя?VRumelt, Richard P.1979)Evaluation of strategy: Theory and modelsStrategic management"Schendel, Dan E. Hofer, Charles W. Boston, MA Little, Brown „OЮьюя?WPorter, Michael E.1998ICompetitive strategy: Techniques for analyzing industries and competitorsxxviii, 396 p.New York Free Press1st Free Press#Competition. Industrial management.¬http://www.loc.gov/catdir/bios/simon051/98009580.html http://www.loc.gov/catdir/samples/simon031/98009580.html http://www.loc.gov/catdir/description/simon033/98009580.html TMichael E. Porter. ill. ; 25 cm. Originally published: New York : Free Press, c1980.0684841487 (hardcover)HD41 .P67 1998 658+ЬЦ<яя?XTeece, David J.1980-The diffusion of an administrative innovation464-470Management Science265*INFORMS: Institute for Operations Research-ECONOMICS MANAGEMENT ORGANIZATIONAL structureЬThis paper examines the diffusion of a particular kind of multidivisional administrative structure -- the "M-Form" -- in two classes of large industrial firms. The M-Form organization is a multidivisional structure with quasi-independent divisions which are assigned profit center standing and which are monitored and guided by a headquarters organization. A simple deterministic model commonly employed to represent the diffusion of technological innovations is utilized to explain the diffusion of the M-Form structure. The commendable performance of the model suggests that additional insights from the study of technological innovation can be applied with advantage to the study of administrative innovation.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=7358528&loginpage=Login.asp оArticle Accession Number: 7358528; Teece, David J.; Source Information: May80, Vol. 26 Issue 5, p464; Thesaurus Term: ECONOMICSThesaurus Term: MANAGEMENTThesaurus Term: ORGANIZATIONAL structure; Number of Pages: 7p; Document Type: Article00251909Management Science7358528Ш„Oюьюя?T2Thompson, Arthur A. Strickland, A. J. Gamble, John2005XCrafting and executing strategy: The quest for competitive advantage: Concepts and cases1 v. (various pagings)New YorkMcGraw-Hill/Irwin14th4Strategic planning. Strategic planning Case studies.ѓArthur A. Thompson, Jr., A.J. Strickland III, John E. Gamble. col. ill. ; 27 cm. Rev. ed. of: Strategic management. 13th ed. c2003.0072884444 (alk. paper)HD30.28 .T53 2005 658.4/012ИЬЦ<яя?Ohmae, Kenichi1989'The global logic of strategic alliances143-154Harvard Business Review672)Harvard Business School Publication Corp.«CONVERGENCE CUSTOMER services INTERNATIONAL business enterprises INTERNATIONAL trade JOINT ventures OVERHEAD costs PARTNERSHIP STRATEGIC alliances (Business) GLOBALIZATIONпIn today's competitive environment the striking of an alliance is a responsible part of every good strategist's repertoire. But managers have been slow to experiment with genuinely strategic alliances. A real alliance compromises the fundamental independence of economic actors and managers don't like that. Alliances are not tools of convenience. They are important, even critical, instruments of serving customers in a global environment. To understand the necessity of alliances, it is important to understand the effects of globalization. Today, customer needs and preferences all over the world are converging. Everyone, in effect, wants to live and shop in California. Today's products rely on so many different critical technologies that most companies can no longer maintain cutting-edge sophistication in all of them. There are alternatives to alliances, such as acquiring another company or establishing joint ventures. But whenever equity is involved, control rears its ugly head. Laziness, greed and immaturity can undermine any alliance. But globalization is not going to go away. Is alliances are properly managed, they will remain one of the best mechanisms for companies to respond to globalization. INSET: ICL's do's for successful collaboration.}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=8905081819&loginpage=loginpage=Login.asp НArticle Accession Number: 8905081819; Ohmae, Kenichi; Source Information: Mar/Apr89, Vol. 67 Issue 2, p143; Thesaurus Term: CONVERGENCEThesaurus Term: CUSTOMER servicesThesaurus Term: INTERNATIONAL business enterprisesThesaurus Term: INTERNATIONAL tradeThesaurus Term: JOINT venturesThesaurus Term: OVERHEAD costsThesaurus Term: PARTNERSHIPThesaurus Term: STRATEGIC alliances (Business)Thesaurus Term: GLOBALIZATION; Number of Pages: 12p; Document Type: Article00178012Harvard Business Review 8905081819'ьфэяя?Davis, Rachel Duhaime, Irene M.1992^Diversification, vertical integration, and industry analysis: New perspectives and measurement511-524Strategic Management Journal137TVertical integration Studies Strategic planning Statistical analysis DiversificationJourфThe use of industry segment and establishment data are considered for 3 issues of significant interest to strategic management practitioners and researchers: 1. assessment of strategic diversity, 2. analysis of industry trends, and 3. evaluation of the presence of vertical integration. An extensive analysis of the COMPUSTAT II database and the TRINET database was conducted in all 3 research contexts. With proper use of COMPUSTAT II data, researchers can detect forward and backward vertical integration within firms and within segments of firms. The database can be used quite effectively to calculate Herfindahl, entropy, and other measures. COMPUSTAT II industry segment data is quite satisfactory for the study of industry trends. The TRINET database lends itself to use in the calculation of diversification indexes as well as in the calculation of industry benchmarks. However, TRINET's limitations include years of coverage (1981, 1983, 1985, 1987, and 1989 only) and likely termination of publication.01432095№юфэяя? Van de Ven, Andrew H.1992:Suggestions for studying strategy process: A research note169-191Strategic Management Journal132Theory Studies Strategic planning Process planningJourЪScholars tend to adopt very different views of strategy process, and the views they adopt influence the questions they ask, the research methods they use, and the contributions they make. It would be useful to make these different views explicit. Three suggestions are made for studying strategy process. The first suggestion is to define the meaning of process. Process is often used in 3 ways in the literature: 1. a logic used to explain a causal relationship in a variance theory, 2. a category of concepts that refer to actions of individuals or organizations, and 3. a sequence of events that describe how things change over time. The 2nd suggestion is to clarify the theory of process. An interdisciplinary literature review reveals 4 types of theories of process that can be drawn upon: life cycle, teleology, dialectics, and evolution. The 3rd suggestion is to design research to observe strategy process in a way that is consistent with one's definition and theory of process.01432095уЬЦ<яя?!Gioia, Dennis A. Pitre, Evelyn1990-Multiparadigm perspectives on theory building584-602Academy of Management Review154Academy of Management¤CORPORATE culture ORGANIZATION ORGANIZATIONAL behavior ORGANIZATIONAL learning ORGANIZATIONAL sociology SCHOLARS KNOWLEDGE management PARADIGM (Theory of knowledge)¦Discusses how multiple views created by different paradigms might be linked to yield a comprehensive view of organizational phenomena. Effects of research paradigms on theory building; Definition of theory building; Implications of the multiparadigm perspective for organization theorists.ABSTRACT FROM AUTHOR Traditional approaches to theory building are not entirely consistent with the assumptions of alternative research paradigms that are now assuming more prominence in organizational study. We argue for a multi paradigm approach to theory building as a means of establishing correspondence between paradigms and theory-construction efforts. Because of the implications of the multiparadigm approach, we also examine ways of bridging across blurred paradigm boundaries. In addition, we explore a metaparadigm perspective that might allow disparate approaches to theory building to be considered together Such a perspective can produce views of organizational phenomena that not only allow scholars to recognize inherent and irreconcilable theoretical differences, but also can encourage them to adopt a more comprehensive view by accounting for those differences.ABSTRACT FROM AUTHORzhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=4310758&loginpage=loginpage=Login.asp BArticle Accession Number: 4310758; Gioia, Dennis A. 1Pitre, Evelyn 2; Affiliations: 1: Pennsylvania State University 2: Г‰cole des Hautes Г‰tudes Commerciales; Source Information: Oct90, Vol. 15 Issue 4, p584; Thesaurus Term: CORPORATE cultureThesaurus Term: ORGANIZATIONThesaurus Term: ORGANIZATIONAL behaviorThesaurus Term: ORGANIZATIONAL learningThesaurus Term: ORGANIZATIONAL sociologyThesaurus Term: SCHOLARSThesaurus Term: KNOWLEDGE management; Subject Term: PARADIGM (Theory of knowledge); Number of Pages: 19p; Illustrations: 2 charts, 3 diagrams; Document Type: Article03637425Academy of Management Review4310758lЬЦ<яя?"Hamel, Gary1996Strategy as revolution69-80Harvard Business Review744)Harvard Business School Publication Corp.iBUSINESS planning INDUSTRIAL management ORGANIZATIONAL learning PSYCHOLOGY, Industrial STRATEGIC planningьCorporations around the world are reaching the limits of incrementalism. The following ten principles can help a company liberate its revolutionary spirit and dramatically increase its chances of discovering truly revolutionary strategies. Principle 1: Strategic planning isn't strategic; Principle 2: Strategy making must be subversive; Principle 3: The bottleneck is at the top of the bottle; Principle 4: Revolutionaries exist in every company; Principle 5: Change is not the problem--engagement is; Principle 6: Strategy making must be democratic; Principle 7: Anyone can be a strategy activist; Principle 8: Perspective is worth 50 IQ points; Principle 9: Top-down and bottom-up are not the alternative; Principle 10: You can't see the end from the beginning.}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=9607100434&loginpage=loginpage=Login.asp јArticle Accession Number: 9607100434; Hamel, Gary; Source Information: Jul/Aug96, Vol. 74 Issue 4, p69; Thesaurus Term: BUSINESS planningThesaurus Term: INDUSTRIAL managementThesaurus Term: ORGANIZATIONAL learningThesaurus Term: PSYCHOLOGY, IndustrialThesaurus Term: STRATEGIC planning; NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 12p; Illustrations: 1c; Document Type: Article; Full Text Word Count: 594400178012Harvard Business Review 9607100434„ЬЦ<яя?#Hofer, Charles W.19750Toward a contingency theory of business strategy784-810Academy of Management Journal184Academy of ManagementBUSINESS planning MANAGEMENTSummarizes the propositions on business and corporate strategy which have been developed as of December 1975. Previous theory and research on the content of business and corporate strategy; Key variables that influence business strategy; Significance of the contingency theory approach.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=4408032&loginpage=loginpage=Login.asp лArticle Accession Number: 4408032; Hofer, Charles W.; Source Information: Dec75, Vol. 18 Issue 4, p784; Thesaurus Term: BUSINESS planningThesaurus Term: MANAGEMENT; Number of Pages: 27p; Illustrations: 10 charts; Document Type: Article00014273Academy of Management Journal4408032иЬЦ<яя?$Seth, Anju Thomas, Howard19948Theories of the firm: Implications for strategy research165-191Journal of Management Studies312Blackwell Publishing LimitedINDUSTRIAL organizationYDemonstrates the usefulness of several economic theories of companies for guiding strategy research. Classification of theory development implementations into strategy formulation and strategy implementation research; Theory of the firm in neoclassical economics; Difference of the neoclassical and traditional industrial organization economics.}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=9503240424&loginpage=loginpage=Login.asp ьArticle Accession Number: 9503240424; Seth, AnjuThomas, Howard; Source Information: Mar94, Vol. 31 Issue 2, p165; Thesaurus Term: INDUSTRIAL organization; Number of Pages: 27p; Illustrations: 1 chart; Document Type: Article; Full Text Word Count: 1229300222380Journal of Management Studies 9503240424Вьфэяя?%Wernerfelt, Birger1984!A resource-based view of the firm171-180Strategic Management Journal52XStrategic planning Resource management Matrix Market strategy Market shares Market entryJourЦLooking at firms in terms of their resources rather than their products can throw a different light on strategic options, especially those open to diversified firms. Some simple economic tools are developed for analyzing a firm's resource position and strategic options suggested by this analysis are examined. The concepts of resource position barrier and resource-product matrices are suggested as being analogous to entry barriers and growth-share matrices. Firms may try to erect such barriers, perhaps by having stronger products support less strong ones. Only resources of the type which are produced jointly with products have been considered. Growth strategies for other types of resources need to be developed, but the balance between exploiting existing resources and developing new ones must be maintained. Further research is required in such areas as the practical difficulties involved in identifying resources and in combining capabilities across operating divisions.01432095мьфэяя?&Williamson, Oliver E.19999Strategy research: Governance and competence perspectives 1087-1108Strategic Management Journal2012CStudies Corporate governance Core competencies Strategic managementJourцBusiness strategy is a complex subject and is usefully examined from several perspectives. The lenses of governance and competence to the study of strategy are applied. Both the governance and the competence perspectives have had the benefit of distinguished antecedents. They have also had to deal with tautological reputations. The paper begins with the governance perspective, with emphasis on the 6 key moves through which it has been operationalized. The competence perspective in these same 6 respects is then examined. The research challenges posed by competence to which governance can and should respond include dynamic transaction costs, learning, and the need to push beyond generic governance to address strategy issues faced by particular firms.01432095†ьЦ<яя?' Evered, Roger1983So what is strategy?57-72Long Range Planning163lBUSINESS RESEARCH BUSINESS planning FUTURES market STRATEGIC planning MANAGEMENT -- Research POLICY analysis!This paper contrasts the notion of strategy that has developed in the field of business policy over the past decade or so with the conceptions of strategy that prevail in other loosely related fields-most notably the fields of military practice and of futures research.ABSTRACT FROM AUTHOR{http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=12350948&loginpage=loginpage=Login.asp жArticle Accession Number: 12350948; Evered, Roger 1; Affiliations: 1: Associate Professor, Organizational Sciences, Naval Postgraduate School, Monterey, California 93940, U.S.A.; Source Information: Jun83, Vol. 16 Issue 3, p57; Thesaurus Term: BUSINESSThesaurus Term: RESEARCHThesaurus Term: BUSINESS planningThesaurus Term: FUTURES marketThesaurus Term: STRATEGIC planning; Subject Term: MANAGEMENT -- ResearchSubject Term: POLICY analysis; Number of Pages: 16p; Document Type: Article00246301Long Range Planning12350948 ЬЦ<яя?(Hamel, Gary Prahalad, C. K.1989Strategic intent63-76Harvard Business Review673)Harvard Business School Publication Corp.!BUSINESS enterprises BUSINESS intelligence BUSINESS planning COMPETITION INTERNATIONAL business enterprises MANAGEMENT MARKETS ORGANIZATIONAL effectiveness ORGANIZATIONAL learning RESOURCE allocation STRATEGIC planning TEAMS in the workplace COMPETITIVE advantage ORGANIZATIONAL commitment Strategic intent is more than simply unfettered ambition of business enterprises. The concept encompasses an active management process that includes, focusing the organization's attention on the essence of winning, motivating people by communicating the value of the target, leaving room for individual and team contributions, sustaining enthusiasm by providing new operational definitions as circumstances change and using intent consistently to guide resource allocations. Strategic intent captures the essence of winning. Strategic intent is stable over time. In battles for global leadership, one of the most critical tasks is to lengthen the organization's attention span. Strategic intent provides consistency to short-term action, while leaving room for reinterpretation as new opportunities emerge. Strategic intent sets a target that deserves personal effort and commitment. In a company that possess strategic intent, top management is more likely to talk in terms of global market leadership. INSETS: Remaking Strategy; The Process of Surrender.}http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=8906050158&loginpage=loginpage=Login.asp sArticle Accession Number: 8906050158; Hamel, Gary 1Prahalad, C. K. 2; Affiliations: 1: Lecturer in Business Policy and Management, London Business School. 2: Professor of Corporate Strategy and International Business, University of Michigan.; Source Information: May/Jun89, Vol. 67 Issue 3, p63; Thesaurus Term: BUSINESS enterprisesThesaurus Term: BUSINESS intelligenceThesaurus Term: BUSINESS planningThesaurus Term: COMPETITIONThesaurus Term: INTERNATIONAL business enterprisesThesaurus Term: MANAGEMENTThesaurus Term: MARKETSThesaurus Term: ORGANIZATIONAL effectivenessThesaurus Term: ORGANIZATIONAL learningThesaurus Term: RESOURCE allocationThesaurus Term: STRATEGIC planningThesaurus Term: TEAMS in the workplaceThesaurus Term: COMPETITIVE advantage; Subject Term: ORGANIZATIONAL commitment; Number of Pages: 14p; Illustrations: 2 charts, 1 illustration; Document Type: Article00178012Harvard Business Review 8906050158 ;ЬЦѕяя?)<Thomas, James B. Sussman, Stephanie Watts Henderson, John C.2001jUnderstanding "strategic learning": Linking organizational learning, knowledge management, and sensemaking331-345Organization Science123;Institute for Operations Research & the Management Sciencesоsttrategic learning sensemaking knowledge management organizational learning organizational performance information technologies model Information Knowledge Level Learning Strategies Organizations Technology Models Organizational LearningLStrategic learning aims to generate learning in support of future strategic initiatives that will, in turn, foster knowledge asymmetries that can lead to differences in organizational performance. From a case study of a unique organization whose purpose is to facilitate strategic knowledge distillation, it was found that this process is characterized by targeted information gathering that relies on diverse experts for interpretation as well as validation. It also embodies the organizational capability to leverage information technologies in the distillation effort, integrating them with processes for generating, storing, and transporting rich, de-embedded knowledge across multiple levels of the organization. As a result of the case study, a model of the strategic learning is developed and a series of propositions regarding its context and processes are presented based on this model. The model highlights key dimensions of strategic learning that suggest design parameters for organizations building strategic learning systems. (PsycINFO Database Record (c) 2004 APA, all rights reserved)http://www.informs.org jthomas@ist.psu.edu http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=psyh&an=2001-11113-004&loginpage=loginpage=Login.asp Understanding "strategic learning": Linking organizational learning, knowledge management, and sensemaking. 1047-7039, Print Accession Number: 2001-11113-004. First Author & Affiliation: Thomas, James B.; Pennsylvania State U, School of Information Sciences & Technology, University Park, PA, US. Release Date: 20010822. Publication Type: Peer Reviewed Journal (270). Media Covered: Print. Media Available: Print; Electronic. Language: English. Major Descriptor(s): Information; Knowledge Level; Learning Strategies; Organizations; Technology. Minor Descriptor(s): Models; Organizational Learning. Classification: Industrial & Organizational Psychology (3600). Population: Human (10). Content Type: Empirical Study (0800)Case Study (non-clinical) (2300). References Available: Y.Organization ScienceЏЬЦ<яя?*Porter, Michael R.1998-Clusters and the new economics of competition77-90Harvard Business Review766)Harvard Business School Publication Corp.]BUSINESS planning COMPETITION INDUSTRIAL concentration INDUSTRIAL location REGIONAL economicsMAccording to the author, today's economic map of the world is dominated by what he calls clusters: critical masses--in one place--of unusual competitive success in particular fields. Clusters are a striking feature of virtually every national, regional, state, and even metropolitan economy, especially in more economically advanced nations. They are highly typical, however, and therein lies a paradox--the enduring competitive advantages in a global economy lie increasingly in local things--knowledge, relationships, motivation--that distant rivals cannot match. In this article, the author examines what a cluster is, the anatomy of the California wine cluster, mapping the Italian leather fashion cluster, mapping selected US clusters, implications for companies, and mapping Portugal's clusters. The author concludes that creating the conditions for productive competition will require fresh thinking on the part of leaders and the willingness to abandon the traditional categories that drive our thinking about who does what in the economy. INSET: Clusters, Geography, and Economic Development.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=1246493&loginpage=loginpage=Login.asp ‚Article Accession Number: 1246493; Porter, Michael R.; Source Information: Nov/Dec98, Vol. 76 Issue 6, p77; Thesaurus Term: BUSINESS planningThesaurus Term: COMPETITIONThesaurus Term: INDUSTRIAL concentrationThesaurus Term: INDUSTRIAL location; Subject Term: REGIONAL economics; Number of Pages: 14p; Illustrations: 2 diagrams, 2 maps; Document Type: Article; Full Text Word Count: 762100178012Harvard Business Review1246493ЬЦ<яя?+.Thomas, Howard Pollock, Timothy Gorman, Philip19994Global strategic analyses: Frameworks and approaches70-82Academy of Management Executive131Academy of Management4COMPETITION INDUSTRIAL management STRATEGIC planningcExamines how academic research on strategy has attempted to address how firms identify their core competencies and competitive resource advantages at both the firm and national level. Discussion of ways in which managers can attempt to identify a competitive reference group as a benchmark for evaluating their company's relative strengths and weaknesses.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=1567340&loginpage=loginpage=Login.asp ”Article Accession Number: 1567340; Thomas, HowardPollock, TimothyGorman, Philip; Source Information: Feb99, Vol. 13 Issue 1, p70; Thesaurus Term: COMPETITIONThesaurus Term: INDUSTRIAL managementThesaurus Term: STRATEGIC planning; NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 13p; Illustrations: 1 chart, 2 diagrams; Document Type: Article; Full Text Word Count: 850810795545Academy of Management Executive1567340 ЬЦ<яя?,Huang, Chin-Yin Wu, Yu-Wen2003ADecision model for partnership development in virtual enterprises 1855-1872,International Journal of Production Research419Taylor & Francis LtdЬVIRTUAL corporations PARTNERSHIP COSTS, Industrial INDUSTRIAL procurement ORGANIZATIONAL behavior DECISION-making PRODUCTION (Economic theory) INTERORGANIZATIONAL relations INTERNATIONAL Business Machines Corp. ACER Inc.ГA virtual enterprise has been considered as a temporary consortium of companies. Recently, researchers have investigated virtual enterprises from various perspectives, such as business activities and workflows, information exchanges and their standards, organizational behaviours between companies, etc. However, real collaborative activities among companies in a virtual enterprise cannot be done before a partnership is developed among companies. Besides, though partnership is important in virtual enterprises, a decision model for partnership development is seldom studied. This research develops a decision model from a micro view (i.e. from a company's perspective). A company may use the model to specify its current partnership strategy and determine its future partnership strategy with another company. Four factors are considered in the model: the format of the relationship with suppliers, the number of suppliers, the type of service provided by suppliers and the method of service delivery from suppliers. However, a partnership strategy has to be updated based on internal and external changes. This research finds out that six factors are associated with a change on partnership. With those factors, a decision process is developed for a company to update its partnership strategy. The partnership of IBM to Acer is also investigated to illustrate the application of the model. The results validate the applicability of the decision model.ABSTRACT FROM AUTHOR{http://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=buh&an=9756976&loginpage=loginpage=Login.asp hArticle Accession Number: 9756976; Chin-Yin HuangYu-Wen Wu; Source Information: 6/15/2003, Vol. 41 Issue 9, p1855; Thesaurus Term: VIRTUAL corporationsThesaurus Term: PARTNERSHIPThesaurus Term: COSTS, IndustrialThesaurus Term: INDUSTRIAL procurementThesaurus Term: ORGANIZATIONAL behaviorThesaurus Term: DECISION-makingThesaurus Term: PRODUCTION (Economic theory); Subject Term: INTERORGANIZATIONAL relations; Company/Entity: INTERNATIONAL Business Machines Corp. DUNS Number: 001368083 Ticker: IBMCompany/Entity: ACER Inc.; Number of Pages: 18p; Illustrations: 7 charts, 3 diagrams, 3 graphs; Document Type: Article00207543,International Journal of Production Research9756976ЊДэЯяяя?-"Center for Information Technology,2001Clinger-Cohen ActNovember 16, 2004(http://wwwoirm.nih.gov/policy/itmra.htmlѕИOяяяя?.L20006American HeritageВ® Dictionary of the English LanguageBostonHoughton-Mifflin4thНДэЯяяя?/Fortune Small Business,20045Are Small Businesses Losing Out on Defense Contracts?January 12, 2005Qhttp://www.fortune.com/fortune/smallbusiness/answercentral/0,15704,713350,00.htmlљДэЯяяя?0Center for Public Integrity,2004Outsourcing the PentagonJanuary 12, 20056http://www.publicintegrity.org/pns/report.aspx?aid=387«ДэЯяяя/1ACQnet2005+Subpart 19.5- Set-asides for small businessJanuary 12, 20057http://www.arnet.gov/far/current/html/Subpart_19_5.htmlJanuary 12, 2005ѓДэЯяяя?2Business Research Services,2004Set aside alertJanuary 12, 2005)http://www.sba8a.com/saasample/story4.htmcдяЯяяя?3 Federal Procurement Data System,2005)https://www.fpds.gov/common/jsp/login.jspІДэЯяяя?4Department of Defense,2004/Procurement from small and other business firmsJanuary 12, 2005=http://www.dior.whs.mil/peidhome/procstat/p16/P16_%20FY03.pdfСДэЯяяя?5)House Budget Committee Democratic Caucus,20035The cost of war and reconstruction in Iraq: An updateJanuary 12, 2005Chttp://www.house.gov/budget_democrats/analyses/iraq_cost_update.pdfЦэяяяя?65Linster, Bruce G. Slate, Stephen Waller, Robert L. 2002RConsolidation of the U.S. defense industrial base: Impact on research expenditures142-150Acquisition Review QuarterlySpring 2002ЖЬЦ<яя?7Lavallee, Tara2003TGlobalizing the iron triangle: Policy-making Within the US defense industrial sector149-165Defense & Security Analysis192Carfax Publishing Company.DEFENSE industries GLOBALIZATION UNITED States+Discusses the extent to which globalization is affecting the defense industry of the U.S. Strategies undertaken by domestic actors within the defense industrial establishment to cope with globalization; Analysis of pertinent topics and relevant issues; Implications on defense and security analysis.zhttp://search.epnet.com/login.aspx?direct=true&AuthType=cookie,ip,url,uid&db=aph&an=9957789&loginpage=loginpage=Login.asp нArticle Accession Number: 9957789; Lavallee, Tara; Source Information: Jun2003, Vol. 19 Issue 2, p149; Subject Term: DEFENSE industriesSubject Term: GLOBALIZATION; Subject Term: UNITED States; Number of Pages: 16p; Document Type: Article14751798Defense & Security Analysis99577899„Oюююя?8%Thompson, Arthur A. Strickland, A. J.1987(Strategic management: concepts and casesxviii, 1054 p. Plano, TXBusiness Publications4th4Strategic planning. Strategic planning Case studies.?Arthur A. Thompson, Jr., and A.J. Strickland III. ill. ; 25 cm.HD30.28 .T53 1987 658.4/012p„Пюьюя?99Newman, William Herman Logan, James P. Hegarty, W. Harvey1989-Strategy: a multi-level, integrative approachxiv, 914 p.Cincinnati, OHSouth-Western Pub. Co.4Strategic planning. Strategic planning Case studies.SWilliam H. Newman, James P. Logan, W. Harvey Hegarty. ill. ; 24 cm. Includes index. 0538800976HD30.28 .N49 1989 658.4/012ќДэЯяяя?:;Internet Center for Management and Business Administration,2004 PEST AnalysisJanuary 9, 2005&http://www.quickmba.com/strategy/pest/–ДэЯяяя?;Value Based Management.net,2004 PEST AnalysisJanuary 13, 2005>http://www.valuebasedmanagement.net/methods_PEST_analysis.htmlўДэЯяяя?<The Strategy Unit,2004 Strategy survival guide - PESTLEJanuary 13, 2005@http://www.number-10.gov.uk/su/survivalguide/skills/s_pestle.htmWЬЦ<яя?ZBayus, Barry L.1993]High-definition television: Assessing demand forecasts for a next generation consumer durable 1319-1333Management Science3911*INFORMS: Institute for Operations ResearchVDEMAND (Economic theory) HIGH definition television HOUSEHOLD appliances UNITED States5High-Definition Television promises to be the next generation of television. This technology has broad implications for consumer markets, as well as the underlying manufacturing, technology development, and R&D activities of firms. Under increasing pressure from various groups, the U.S. government must make major policy and funding decisions based on its assessment of the likely demand for HDTV. Three published reports which forecast sales of HDTV after its scheduled introduction in the mid-1990s are available. Unfortunately, these forecasts offer widely differing perspectives on HDTV's potential. This paper presents an approach that links product segmentation (based on historical demand parameters, and marketing and manufacturing related variables) and demand forecasting for new products. The published HDTV forecasts are then assessed using this segmentation scheme. Differing from the Congressional Budget Office's earlier evaluation, this analysis indicates that one report is consistent with historical data from the home appliance industry.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=4731001&loginpage=Login.asp eArticle Accession Number: 4731001; Bayus, Barry L.; Source Information: Nov93, Vol. 39 Issue 11, p1319; Thesaurus Term: DEMAND (Economic theory); Subject Term: HIGH definition televisionSubject Term: HOUSEHOLD appliances; Subject Term: UNITED States; NAICS/Industry Codes: 3352 Household Appliance Manufacturing; Number of Pages: 15p; Document Type: Article00251909Management Science4731001§ЬЦ<яя?>Barney, Jay B.1986PTypes of competition and the theory of strategy: Toward an integrative framework791-800Academy of Management Review114Academy of Management–COMPETITION ECONOMICS IN-house services (Business) INDUSTRIAL management MICROECONOMICS ORGANIZATION RATE of return STRATEGIC planning SUPPLY & demandtExplores the ways in which the concept of competition has been used in microeconomics and outlined the implications each has for the development of a normative theory of strategy. Key attributes of an industry's structure that are thought to have an impact on firm returns; Implications of a Chamberlinian framework for the concept of a strategic group; Description on the Schumpeterian competition concept; Integration of concepts of competition.ABSTRACT FROM AUTHOR Three concepts of competition, each reflecting different research traditions in microeconomics, are discussed Industrial Organization competition, Chamberhman competition, and Schumpetenan competition. The implications of each for normative theories of strategy are discussed, and a single framework which describes the types of competitive forces a firm is likely to face over time is suggested.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=4283938&loginpage=Login.asp HArticle Accession Number: 4283938; Barney, Jay B. 1; Affiliations: 1: University of California, Los Angeles.; Source Information: Oct86, Vol. 11 Issue 4, p791; Thesaurus Term: COMPETITIONThesaurus Term: ECONOMICSThesaurus Term: IN-house services (Business)Thesaurus Term: INDUSTRIAL managementThesaurus Term: MICROECONOMICSThesaurus Term: ORGANIZATIONThesaurus Term: RATE of returnThesaurus Term: STRATEGIC planningThesaurus Term: SUPPLY & demand; NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 10p; Illustrations: 1 diagram; Document Type: Article03637425Academy of Management Review4283938ЃЬЦ<яя??)Brandenburger, Adam M. Nalebuff, Barry J.19951The right game: Use game theory to shape strategy57-71Harvard Business Review734)Harvard Business School Publication Corp.YBUSINESS planning GAME theory MANAGEMENT ORGANIZATIONAL effectiveness SUCCESS in business0The essence of business success lies in making sure you are playing the right game. Who are the participants in the game of business? The authors introduce a schematic map that represents all the players and all the interdependencies among them. Drawing this map for your business is the first step toward changing the game. The second step is identifying all five elements of the game--players, added values, rules, tactics, and scope--and changing one or more of them. By using these tools, the authors say, companies can design a game that's right for them.Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9507242787&loginpage=Login.asp ™Article Accession Number: 9507242787; Brandenburger, Adam M.Nalebuff, Barry J.; Source Information: Jul/Aug95, Vol. 73 Issue 4, p57; Thesaurus Term: BUSINESS planningThesaurus Term: GAME theoryThesaurus Term: MANAGEMENTThesaurus Term: ORGANIZATIONAL effectivenessThesaurus Term: SUCCESS in business; Number of Pages: 15p; Illustrations: 3 diagrams, 1c, 2bw; Document Type: Article; Full Text Word Count: 1019600178012Harvard Business Review 9507242787‰ЬТ<яя?@'Lorenzoni, Gianni Baden-Fuller, Charles19957Creating a strategic center to manage a web of partners146-163California Management Review373California Management Review¬ALLIANCES BUSINESS networks BUSINESS planning PARTNERSHIP STRATEGIC alliances (Business) STRATEGIC planning TEXTILE industry EUROPE BENETTON Group SpA SUN Microsystems Inc.SpringThe article focuses on the creation of a strategic center to manage a web of partners. Strategic alliances and inter-firm networks have been gaining popularity with many firms for their lower overhead costs, increased responsiveness and flexibility and greater efficiency of operations. Networks that are strategically guided are often fast-growing and on the leading edge. In ten years, Sun Microsystems Inc. grew to $3.2 billion in sales and $248 million in profits. This remarkable growth has been achieved by Sun's strategic direction of web of alliances. Few would expect such rapid growth and technological success in an older and mature industry such as textiles. Yet Benetton, the famous global textile empire, is in many ways like Sun. Founded in 1964, it had by 1991 achieved more than $2 billion in sales and $235 million in profits. Benetton is widely admired in Europe and the Far East for its rapid growth and ability to change the industry's rules of the game through its strategy of 'mass fashion to young people.'Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9507266359&loginpage=Login.asp lArticle Accession Number: 9507266359; Lorenzoni, GianniBaden-Fuller, Charles; Source Information: Spring95, Vol. 37 Issue 3, p146; Thesaurus Term: ALLIANCESThesaurus Term: BUSINESS networksThesaurus Term: BUSINESS planningThesaurus Term: PARTNERSHIPThesaurus Term: STRATEGIC alliances (Business)Thesaurus Term: STRATEGIC planningThesaurus Term: TEXTILE industry; Subject Term: EUROPE; Company/Entity: BENETTON Group SpA Ticker: BNGCompany/Entity: SUN Microsystems Inc. Ticker: SUNW; NAICS/Industry Codes: 5614 Business Support ServicesNAICS/Industry Codes: 313 Textile Mills; Number of Pages: 18p; Document Type: Article00081256California Management Review 9507266359ЬЦ<яя?ALieberman, Marvin B.1987=Excess capacity as a barrier to entry: An emperical appraisal607-627Journal of Industrial Economics354Blackwell Publishing LimiteddCHEMICAL industry INDUSTRIES INVESTMENTS MULTIVARIATE analysis REGRESSION analysis LOG-linear models»This paper examines excess capacity barriers to entry and investment dynamics in a sample of thirty-eight chemical product industries. Logit and log-linear models of investment behavior are estimated, and specific case examples arc considered. The results show that incumbents rarely built excess capacity pre-emptively in an effort to deter entry. In general, entrants and incumbents exhibited similar investment behavior.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=5710051&loginpage=Login.asp ¤Article Accession Number: 5710051; Lieberman, Marvin B. 1; Affiliations: 1: Graduate School of Business, Stanford University, Stanford, California 94305, USA.; Source Information: Jun87, Vol. 35 Issue 4, p607; Thesaurus Term: CHEMICAL industryThesaurus Term: INDUSTRIESThesaurus Term: INVESTMENTSThesaurus Term: MULTIVARIATE analysisThesaurus Term: REGRESSION analysis; Subject Term: LOG-linear models; NAICS/Industry Codes: 325 Chemical ManufacturingNAICS/Industry Codes: 339999 All Other Miscellaneous ManufacturingNAICS/Industry Codes: 523 Securities, Commodity Contracts, and Other Financial Investments and Related Activities; Number of Pages: 21p; Document Type: Article00221821Journal of Industrial Economics5710051ьЬЦ<яя?B)Wernerfelt, Birger Montgomery, Cynthia A.1986What is an attractive industry? 1223-1230Management Science3210*INFORMS: Institute for Operations Research#BUSINESS planning INDUSTRIES PROFITSBusiness Portfolio Planning techniques often suggest that firms should invest in industries with high profitability, high growth, or other attractive characteristics. Critiquing this view, we suggest that the same factors which lead to high profitability in an industry may cause its inefficient participants to earn lower profits. Higher growth, on the other hand, may benefit inefficient firms while reducing the gains of efficient competitors. The paper offers theory and evidence to support this view of performance dependencies for the special case of diversified firms.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=7347795&loginpage=Login.asp CArticle Accession Number: 7347795; Wernerfelt, BirgerMontgomery, Cynthia A.; Source Information: Oct86, Vol. 32 Issue 10, p1223; Thesaurus Term: BUSINESS planningThesaurus Term: INDUSTRIESThesaurus Term: PROFIT; NAICS/Industry Codes: 339999 All Other Miscellaneous Manufacturing; Number of Pages: 8p; Document Type: Article00251909Management Science7347795Еьхэяя?C.Dooley, Robert S. Fowler, Dorn M. Miller, Alex1996ЂThe benefits of strategic homogeneity and strategic heterogeneity: Theoretical and empirical evidence resolving past differences293-305Strategic Management Journal174JourёPast research on the relationship between strategic variety and industry profitability has argued for either high homogeneity or high heterogeneity. In this paper, we review the literature on strategic variety and use it to develop hypotheses suggesting that the relationship between strategic variety and average industry profits is curvilinear. Based on our analysis of 61 industries, we find empirical support for our hypotheses, suggesting that very high levels of heterogeneity or homogeneity are more likely associated with industry profitability, while the industries in our sample displaying moderate levels of strategic variety are most likely to suffer from widespread financial losses.01432095ьфэяя?D.Dranove, David Peteraf, Margaret Shanley, Mark1998=Do strategic groups exist? An economic framework for analysis 1029-1044Strategic Management Journal1911FStrategic management Groups Group dynamics Studies Organization theoryJourA framework and methodology for resolving the question regarding the existence of strategic groups is offered. It is said that a strategic group exists if characteristics of the group affect firm performance independently of firm-level and industry-level effects. It is argued that group-level effects are a byproduct of strategic interactions among members, and an empirical testing model is developed, based on the New Economics of Industrial Organization, to distinguish true group effects from spurious effects. From this model, a series of logical consistent propositions are derived, suggesting that while strategic interactions are critical for a group-level effect on profits, mobility barriers are necessary to preserve both groups and their effects over time.01432095sьфэяя?EMcGee, John Thomas, Howard1986/Strategic groups: Theory, research and taxonomy141-160Strategic Management Journal72\Theory Strategic planning Strategic Mobility Market entry Groups Companies Clusters BarriersJourmSince most large firms are multiproduct, sell in more than one market, and have grown by diversification, it is very difficult to determine where the boundaries of the industry should be drawn. This issue is reexamined by using a supply-side concept of classification that seeks to identify groupings or structures within industries but is based on the observed similarity of behavior of firms. These groups are called strategic groups. A comprehensive literature review of recent studies led to several conclusions. Certain theoretical concepts such as mobility barriers, isolating mechanisms, and controllable variables provide much firmer bases for identifying strategic groups within industries than does using substitute elements to determine a firm's strategic direction. Therefore, taxonomies for understanding the nature of strategic group formulation can be developed.01432095‚эфэяя?FCrock, Stan1996They snoop to conquer172 Business Week3499JIntelligence gathering Industrial espionage Competition Business communityJourЛAs rivalry gets ever more ferocious, Corporate America is turning to "competitive intelligence" to keep tabs on rivals. Competitive intelligence and the in-house operations of corporations are discussed.07398395ДЬТ<яя?G Arnold, David J. Quelch, John A.1998"New strategies in emerging markets7-20Sloan Management Review401Sloan Management ReviewRBUSINESS planning ECONOMICS MANAGEMENT science MARKETING strategy EMERGING marketsFallіThe phrase 'emerging markets' (EMs) is being adopted in place of the previous lexicon of 'less developed countries,' 'newly industrializing countries,' or even 'Third World countries,' which emphasized the countries' sources of cheap raw materials and labor rather than their markets. EMs constitute the major growth opportunity in the evolving world economic order. Their potential has already effected a shift in multinational corporations (MNCs), which now customarily highlight EM investment when communicating with shareholders. The authors explore four areas in which companies need to rethink marketing models for emerging markets (EMs). For timing an entry, the authors argue that EMs offer additional first-mover advantages. Next, they propose a new framework for foreign market assessment that is demand-driven rather than risk-oriented. Then the authors challenge whether the assumptions behind the product life cycle are applicable to EMs and outline the implications for product policy. Finally, the authors offer alternatives to the partner policy customarily adopted in developed international markets. The authors' overall purpose is to highlight discrepancies between the assumptions underlying traditional models and practice in developed markets and the distinctive dynamics of EMs, in order to help corporate executives in both large and small firms develop new frameworks to support their EM strategies. INSET: What is an emerging market?Uhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=1233042&loginpage=Login.asp ЉArticle Accession Number: 1233042; Arnold, David J.Quelch, John A.; Source Information: Fall98, Vol. 40 Issue 1, p7; Thesaurus Term: BUSINESS planningThesaurus Term: ECONOMICSThesaurus Term: MANAGEMENT scienceThesaurus Term: MARKETING strategyThesaurus Term: EMERGING markets; Number of Pages: 14p; Illustrations: 1 chart, 2 diagrams, 1 graph; Document Type: Article; Full Text Word Count: 82450019848XSloan Management Review1233042ѓЬЦ<яя?HBolt, James F.1988-Global competitors: Some criteria for success34-41Business Horizons311)Elsevier Science Publishing Company, Inc.7COMPETITION CORPORATIONS -- United States UNITED States$No two global competitors are alike. The combinations of management styles, products, markets, strategies, countries, plants, and myriad other factors are virtually limitless. What works for one corporation might be disastrous for another. Some years ago, Pieter Kuin, then vice-chancellor of the International Academy of Management and a past president of Unilever, N. V., wrote in the Harvard Business Review that "the magic of multinational management lies not so much in perfection of methods or excellence of men as in developing respect for other nationalities and cultures and for the determination to succeed in foreign markets."[1] This observation is as valid today as it was more than a decade ago. Yet, some broad criteria, the ones most-often cited as necessary for a successful global competitor and most-often evident in large corporations that have succeeded in the global business arena, can be isolated. These criteria can be broken, somewhat arbitrarily, into ten separate statements. As we said at the these outset, ten criteria for global successful competitiveness are somewhat arbitrary. Each reader could probably add to the list or refine it. Nevertheless, any corporation seeking to expand globally can help itself succeed by taking inventory against these ten criteria.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=4527058&loginpage=Login.asp ъArticle Accession Number: 4527058; Bolt, James F.; Source Information: Jan/Feb88, Vol. 31 Issue 1, p34; Thesaurus Term: COMPETITION; Subject Term: CORPORATIONS -- United States; Subject Term: UNITED States; Number of Pages: 8p; Document Type: Article00076813Business Horizons4527058ѕЬТ<яя?I Ger, Guliz1999ILocalizing in the global village: Local firms competing in global markets64California Management Review414California Management Review]BUSINESS planning COMPETITION, International INTERNATIONAL business enterprises GLOBALIZATIONSummer«Firms based in affluent core countries--especially the European, American, and Japanese transnational corporations (TNCs)--have the greatest influence in determining what is produced and consumed. The fundamental challenge for an LC is in finding a new position and establishing a point of difference that it can preserve. Within the global context, there are three key components of competitive success for local corporations (LCs): unique perceived value, cultural capital, and alternative targeting and positioning based on the precept of localness. The challenge for competitive strategy is not only with regard to the more obvious issues but also with regard to the symbolism associated with uniqueness, and with the symbolism of global versus local products. The three main challenges for ventures that attempt to capitalize on cultural capital are to avoid being appropriated or taken over by TNCs, to avoid ending up as a temporarily popular trend, and to avoid the trivialization of local cultures. A process of empowerment can enable LCs to successfully compete with the more dominant TNCs in local and/or global markets. This process requires a creative and innovative mentality, a global/local vision, self-crafted marketing strategies and practices, alliances and partnerships, and the development of a supportive political environment. While LCs cannot 'out-globalize' TNCs, they can 'out-localize' them in both global and local markets.Uhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=2237080&loginpage=Login.asp aArticle Accession Number: 2237080; Ger, Guliz; Source Information: Summer99, Vol. 41 Issue 4, p64; Thesaurus Term: BUSINESS planningThesaurus Term: COMPETITION, InternationalThesaurus Term: INTERNATIONAL business enterprisesThesaurus Term: GLOBALIZATION; Number of Pages: 20p; Illustrations: 1 diagram; Document Type: Article; Full Text Word Count: 883800081256California Management Review2237080#ЬТ<яя?JLippman, S. A. Rumelt, R. P.1982[Uncertain imitability: An analysis of interfirm differences in efficiency under competition418-438Bell Journal of Economics132RAND Journal of Economics-COMPETITION INDUSTRIAL efficiency UNCERTAINTYAutumn…Causal ambiguity inherent in the creation of productive processes is modeled by attaching an irreducible ex ante uncertainty to the level of firm efficiency that is achieved by sequential entrants. Without recourse to scale economies or market power, the model generates equilibria in which there are stable interfirm differences in profitability, an above-normal industry rate of return, and a lack of entry even when firms are alomistic price-takers. The free-entry equilibrium for rational noncollusive firms is characterized for atomistic firms and for firms of fixed size, and some analytic results are obtained for the more realistic case in which firms have an arbitrary cost function. Numerical results for the associations implied between concentration, industry profitability, fixed entry costs, and the dispersion of firm profitabilities are obtained for selected cases.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=5748775&loginpage=Login.asp ьArticle Accession Number: 5748775; Lippman, S.A.Rumelt, R.P.; Source Information: Autumn82, Vol. 13 Issue 2, p418; Thesaurus Term: COMPETITIONThesaurus Term: INDUSTRIAL efficiencyThesaurus Term: UNCERTAINTY; Number of Pages: 21p; Document Type: Article0361915XBell Journal of Economics5748775ШЭЦ<яя?KSchofield, Brian1994*Building--and rebuilding--a global company37-45McKinsey Quarterly2McKinsey & Company, Inc.3INTERVIEWS BATA Shoe Co. BATA, Thomas -- InterviewsiPresents an interview with Thomas J. Bata, chairman of Bata Shoe Organization. Rationale behind the exploration of several different ways to operate as a global company; Management of global operations out of Canada; Deciding where to invest; Biggest modern-day challenge; Internal promotion policy; Most important mistake; Plans for Central and Eastern Europe.Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9502275788&loginpage=Login.asp Interview Accession Number: 9502275788; Schofield, Brian; Source Information: 1994 Issue 2, p37; Thesaurus Term: INTERVIEWS; Company/Entity: BATA Shoe Co.; People: BATA, Thomas -- Interviews; Number of Pages: 9p; Illustrations: 2bw; Document Type: Interview; Full Text Word Count: 348600475394McKinsey Quarterly 9502275788AЬЦ<яя?Y,Argote, Linda Beckman, Sara L. Epple, Dennis1990?The persistence and transfer of learning in industrial settings140-154Management Science362*INFORMS: Institute for Operations ResearchMASSOCIATIONS, institutions, etc. BUSINESS enterprises ORGANIZATIONAL learningThe persistence of learning within organizations and the transfer of learning across organizations are examined on data collected from multiple organizations. Results indicate that knowledge acquired through production depreciates rapidly. The conventional measure of learning, cumulative output, significantly overstates the persistence of learning. There is some evidence that learning transfers across organizations: organizations beginning production later are more productive than those with early start dates. Once organizations begin production, however, they do not appear to benefit from learning in other organizations. The implications of the results for a theory of organizational learning are discussed. Managerial implications are described.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=4731876&loginpage=Login.asp ЉArticle Accession Number: 4731876; Argote, LindaBeckman, Sara L.Epple, Dennis; Source Information: Feb90, Vol. 36 Issue 2, p140; Thesaurus Term: ASSOCIATIONS, institutions, etc.Thesaurus Term: BUSINESS enterprisesThesaurus Term: ORGANIZATIONAL learning; NAICS/Industry Codes: 8139 Business, Professional, Labor, Political, and Similar Organizations; Number of Pages: 15p; Document Type: Article00251909Management Science4731876ЬЦ<яя?M!Zahra, Shaker A. O'Neill, Hugh M.1998ЊCharting the landscape of global competition: Reflections on emerging organizational challenges and their implications for senior executives13-21Academy of Management Executive124Academy of ManagementCOMPETITION EXECUTIVESEPresents a summary analysis of key ideas discussed during the November 1998 conference of the `Academy of Management Executive' journal focused on organizational challenges resulting from global competition and their implications for senior executives. Categorization of themes presented and their implications to executives.Uhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=1333916&loginpage=Login.asp Article Accession Number: 1333916; Zahra, Shaker A.O'Neill, Hugh M.; Source Information: Nov98, Vol. 12 Issue 4, p13; Thesaurus Term: COMPETITIONThesaurus Term: EXECUTIVES; Number of Pages: 9p; Illustrations: 1 diagram; Document Type: Article; Full Text Word Count: 553010795545Academy of Management Executive1333916ьЦ<яя?N:Wright, Peter Townsend, David Kinard, Jerry Iverstine, Joe1982PThe developing world to 1990: Trends and implications for multinational business116-125Long Range Planning154’ECONOMIC development ECONOMIC history INDUSTRIALIZATION INTERNATIONAL business enterprises STRATEGIC planning ECONOMIC trends DEVELOPING countriesFThe strategic postures of multinationals in the Third World are affected by three broad environmental variables. They are political-legal, economic-technological, and socio-cultural variables. In this article, past and future trends and implications of these variables for the multinationals are discussed.ABSTRACT FROM AUTHORVhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=12301118&loginpage=Login.asp вArticle Accession Number: 12301118; Wright, Peter 1Townsend, David 2Kinard, Jerry 3Iverstine, Joe 4; Affiliations: 1: Professor of Management, Southeastern Louisiana University. 2: Dean, College of Business, Northwestern State University of Louisiana. 3: Dean, College of Business, Southeastern Louisiana University. 4: Head of Department of Management, Southeastern Louisiana University.; Source Information: Aug82, Vol. 15 Issue 4, p116; Thesaurus Term: ECONOMIC developmentThesaurus Term: ECONOMIC historyThesaurus Term: INDUSTRIALIZATIONThesaurus Term: INTERNATIONAL business enterprisesThesaurus Term: STRATEGIC planningThesaurus Term: ECONOMIC trends; Subject Term: DEVELOPING countries; Number of Pages: 10p; Document Type: Article00246301Long Range Planning12301118ЗДэЯяяя?OU.S. Department of Labor,n.d.8Description for 7373: Computer Integrated Systems DesignJanuary 22, 2005Fhttp://www.osha.gov/pls/imis/sic_manual.display?id=150&tab=descriptionБДэЯяяя?PU.S. Census Bureau,2004JIndustry Statistics Sampler: NAICS 541512 Computer systems design servicesJanuary 20, 20054http://www.census.gov/epcd/ec97/industry/E541512.HTMWДэЯяяя?QU.S. Census Bureau,2004ћ2002 Economic Census: Sector 54: Professional, Scientific, and Technical Services: Industry Series: Concentration by Largest Firms for the United States: 2002January 22, 2005vhttp://factfinder.census.gov/servlet/IBQTable?_bm=y&-geo_id=&-fds_name=EC0200A1&-_skip=200&-ds_name=EC0254I4&-_lang=en±DяЫяяя?SHardy, Michael200420 top systems integratorsFederal Computer WeekJanuary 16, 2005Ahttp://www.fcw.com/fcw/articles/2004/0920/fed-20inte-09-20-04.aspЭЬТ<яя?["Grindley, Peter C. Teece, David J.1997^Managing intellectual capital: Licensing and cross-licensing in semiconductors and electronics8-41California Management Review392California Management Review}COMMERCIAL law CONTRACTING out ELECTRONIC industries INTELLECTUAL property PATENTS INDUSTRIAL property SEMICONDUCTOR industryWinterВLicensing is no longer a marginal activity in semiconductors and electronics. Whereas the management of patents and other forms of intellectual property (IP) have always been of great importance in some industries, the ascendancy of IP in electronics is relatively recent. This is not just because the industry is new, but because regulatory and judicial distortions which impaired the value of IP have now been substantially rectified. This confluence of very special factors has ended. The AT&T consent decree is gone. The IBM patent provisions ended. Intel, TI, and other integrated circuit producers are no longer forced to second source. Moreover, the courts are more inclined to enforce IP rights than ever before. As a result of these and other developments, a new order has emerged in which IP rights are valuable. Firms must either invest in research and development, and develop patentable technology, or pay to license the patent portfolios of others.Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9706245712&loginpage=Login.asp Article Accession Number: 9706245712; Grindley, Peter C.Teece, David J.; Source Information: Winter97, Vol. 39 Issue 2, p8; Thesaurus Term: COMMERCIAL lawThesaurus Term: CONTRACTING outThesaurus Term: ELECTRONIC industriesThesaurus Term: INTELLECTUAL propertyThesaurus Term: PATENTS; Subject Term: INDUSTRIAL propertySubject Term: SEMICONDUCTOR industry; NAICS/Industry Codes: 33441 Semiconductor and Other Electronic Component Manufacturing; Number of Pages: 34p; Illustrations: 3 charts, 1 diagram, 1 graph; Document Type: Article00081256California Management Review 9706245712&ЬЦ<яя?\DHansen, Morten T. Chesbrough, Henry W. Nohria, Nitin Sull, Donald N.2000Networked incubators74-83Harvard Business Review785)Harvard Business School Publication Corp.XBUSINESS incubators ENTREPRENEURSHIP HIGH technology industries NEW business enterprisesКAfter Bill Gross founded the Los Angeles-based business incubator Idealab! in 1996, more than 350 for-profit incubators have been set up worldwide, including Hotbank, CMGI, and Internet Capital Group. Business incubators have become a popular way of nurturing and growing start-ups in the Internet economy. Most offer office space, funding, and basic services to fledgling companies. Many feel that incubators are a valuable and enduring way of bringing start-ups to fruition. However, research shows they offer little more than a place to set up shop. After in-depth analyses of leading-edge incubators and a telephone survey of nearly 170 incubators, results found that incubators vary in many ways, but the better ones typically share certain characteristics. One type of organization, termed networked incubators, stood apart from the rest. These networked incubators are well-designed and distinguishable from the rest for three key characteristics: they maintain an entrepreneurial environment, they enable member companies to enjoy certain economies of scale, and they offer preferential access to a network of companies. INSETS: Our Research; The Value of Corporate Incubators; Questions Every Entrepreneur Should Ask.Uhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=3521270&loginpage=Login.asp Article Accession Number: 3521270; Hansen, Morten T.Chesbrough, Henry W.Nohria, NitinSull, Donald N.; Source Information: Sep/Oct2000, Vol. 78 Issue 5, p74; Thesaurus Term: BUSINESS incubatorsThesaurus Term: ENTREPRENEURSHIPThesaurus Term: HIGH technology industriesThesaurus Term: NEW business enterprises; Number of Pages: 10p; Illustrations: 4 charts, 1 diagram, 1 graph, 1c; Document Type: Article; Full Text Word Count: 597800178012Harvard Business Review3521270 §ЬЦ<яя?]March, James G.19917Exploration and exploitation in organizational learning71-87GOrganization Science: A Journal of the Institute of Management Sciences21*INFORMS: Institute for Operations ResearchТCOMPETITION ORGANIZATIONAL behavior ORGANIZATIONAL learning KNOWLEDGE management COMPETITIVE advantage CERTAINTY EXPLOITATION POSSIBILITY KNOWLEDGE AND COMPETITIVE ADVANTAGE ORGANIZATIONAL LEARNING: RISK TAKING«Presents information on a study which examined the relation between the exploration of possibilities and exploitation of certainties in organizational learning. Details on the context of possibilities and certainties in the study of adaptive processes; Discussion on the balance between exploration and exploitation in organizational action; Concept of mutual learning in the development of organizational knowledge; Competitive ecology in organizational learning.ABSTRACT FROM AUTHOR This paper considers the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. It examines some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space, and the effects of ecological interaction. Two general situations involving the development and use of knowledge in organizations are modeled. The first is the case of mutual learning between members of an organization and an organizational code. The second is the case of learning and competitive advantage in competition for primacy. The paper develops an argument that adaptive processes, by refining exploitation more rapidly than exploration, are likely to become effective in the short run but self-destructive in the long run. The possibility that certain common organizational practices ameliorate that tendency is assessed.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=4433770&loginpage=Login.asp …Article Accession Number: 4433770; March, James G. 1; Affiliations: 1: Graduate School of Business, Stanford University, Stanford, California 94305; Source Information: Feb91, Vol. 2 Issue 1, p71; Thesaurus Term: COMPETITIONThesaurus Term: ORGANIZATIONAL behaviorThesaurus Term: ORGANIZATIONAL learningThesaurus Term: KNOWLEDGE managementThesaurus Term: COMPETITIVE advantage; Subject Term: CERTAINTYSubject Term: EXPLOITATIONSubject Term: POSSIBILITY; Author-Supplied Keyword: KNOWLEDGE AND COMPETITIVE ADVANTAGEAuthor-Supplied Keyword: ORGANIZATIONAL LEARNING: RISK TAKING; Number of Pages: 17p; Illustrations: 6 graphs; Document Type: Article10477039GOrganization Science: A Journal of the Institute of Management Sciences4433770ЙЬЦ<яя?^1Campbell, Andrew Goold, Michael Alexander, Marcus19955Corporate strategy: The quest for parenting advantage120-132Harvard Business Review732)Harvard Business School Publication Corp.BUSINESS planning DIVERSIFICATION in industry INDUSTRIAL management CORE competencies ORGANIZATIONAL structure PARENT companiesєThe article explores various aspects concerning the management of parent companies and its affiliates. The authors propose the parenting framework with tools for answering two questions: Which businesses should a company own? What parenting approach will get the best performance from those businesses? The parenting framework focuses on the competencies of the parent organization and on the value created from the relationship between the parent and its businesses. To determine the fit between a parent and its businesses, the authors suggest that corporate strategists look at four areas: the critical success factors of the business, the parenting opportunities in the business, the characteristics of the parent, and the financial results. To determine which businesses to keep and which to divest, the authors recommend that they rank them into five categories: those that clearly fit well; those that fit in some ways but not in others; those that fit comfortably but have little potential for further value creation; those with a possibility of value destruction; and those that fit in parenting opportunities but not in critical success factors. INSET: Ten places to look for parenting opportunities.Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9503282004&loginpage=Login.asp #Article Accession Number: 9503282004; Campbell, AndrewGoold, MichaelAlexander, Marcus; Source Information: Mar/Apr95, Vol. 73 Issue 2, p120; Thesaurus Term: BUSINESS planningThesaurus Term: DIVERSIFICATION in industryThesaurus Term: INDUSTRIAL managementThesaurus Term: CORE competenciesThesaurus Term: ORGANIZATIONAL structureThesaurus Term: PARENT companies; NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 13p; Illustrations: 1 chart, 1 diagram, 1 graph, 3c; Document Type: Article; Full Text Word Count: 717500178012Harvard Business Review 9503282004вЬЦ<яя?_.Markides, Constantinos C. Williamson, Peter J.1996MCorporate diversification and organizational structure: A resource-based view340-367Academy of Management Journal392Academy of Management”COMPETITION DIVERSIFICATION in industry ORGANIZATIONAL behavior STRATEGIC alliances (Business) ORGANIZATIONAL structure ASSET management PERFORMANCE©Looks at how diversification can be enhanced through the use of preferential access to strategic assets. Strategic assets, relatedness, and superior performance; How this enables firms to exploit economies of scope; Core competences as catalysts to asset building; How to achieve new strategic assets; Hypotheses, data and methodology used; Sample and data; Measuring organizational structure; Results; Discussion; Summary.ABSTRACT FROM AUTHOR We argue that related diversification enhances performance only when it allows a business to obtain preferential access to strategic assets-- those that are valuable, rare, imperfectly tradable, and costly to imitate. As the advantage this access affords will decay as a result of asset erosion and imitation by single-business rivals, in the long run only competences that enable a firm to build new strategic assets more quickly and efficiently than competitors will allow it to sustain supernormal profits. Both short- and long-run advantages are conditional, however, on organizational structures that allow the firm's divisions to share existing strategic assets and to transfer the competence to build new ones efficiently.ABSTRACT FROM AUTHORXhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9605140868&loginpage=Login.asp +Article Accession Number: 9605140868; Markides, Constantinos C. 1Williamson, Peter J. 2; Affiliations: 1: London Business School 2: INSEAD; Source Information: Apr96, Vol. 39 Issue 2, p340; Thesaurus Term: COMPETITIONThesaurus Term: DIVERSIFICATION in industryThesaurus Term: ORGANIZATIONAL behaviorThesaurus Term: STRATEGIC alliances (Business)Thesaurus Term: ORGANIZATIONAL structureThesaurus Term: ASSET management; Subject Term: PERFORMANCE; Number of Pages: 28p; Illustrations: 6 charts, 1 diagram; Document Type: Article; Full Text Word Count: 1192900014273Academy of Management Journal 9605140868ЈЬЦ<яя?`Ohmae, Kenichi1989'The global logic of strategic alliances143-154Harvard Business Review672)Harvard Business School Publication Corp.«CONVERGENCE CUSTOMER services INTERNATIONAL business enterprises INTERNATIONAL trade JOINT ventures OVERHEAD costs PARTNERSHIP STRATEGIC alliances (Business) GLOBALIZATIONпIn today's competitive environment the striking of an alliance is a responsible part of every good strategist's repertoire. But managers have been slow to experiment with genuinely strategic alliances. A real alliance compromises the fundamental independence of economic actors and managers don't like that. Alliances are not tools of convenience. They are important, even critical, instruments of serving customers in a global environment. To understand the necessity of alliances, it is important to understand the effects of globalization. Today, customer needs and preferences all over the world are converging. Everyone, in effect, wants to live and shop in California. Today's products rely on so many different critical technologies that most companies can no longer maintain cutting-edge sophistication in all of them. There are alternatives to alliances, such as acquiring another company or establishing joint ventures. But whenever equity is involved, control rears its ugly head. Laziness, greed and immaturity can undermine any alliance. But globalization is not going to go away. Is alliances are properly managed, they will remain one of the best mechanisms for companies to respond to globalization. INSET: ICL's do's for successful collaboration.Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=8905081819&loginpage=Login.asp НArticle Accession Number: 8905081819; Ohmae, Kenichi; Source Information: Mar/Apr89, Vol. 67 Issue 2, p143; Thesaurus Term: CONVERGENCEThesaurus Term: CUSTOMER servicesThesaurus Term: INTERNATIONAL business enterprisesThesaurus Term: INTERNATIONAL tradeThesaurus Term: JOINT venturesThesaurus Term: OVERHEAD costsThesaurus Term: PARTNERSHIPThesaurus Term: STRATEGIC alliances (Business)Thesaurus Term: GLOBALIZATION; Number of Pages: 12p; Document Type: Article00178012Harvard Business Review 8905081819$ЬЦ<яя?a$Grossman, Sanford J. Hart, Oliver D.1986QThe costs and benefits of ownership: A theory of vertical and lateral integration691-719Journal of Political Economy944University of Chicago Press3CONTRACTS INDUSTRIAL productivity RIGHT of propertyvOur theory of costly contracts emphasizes that contractual rights can be of two types: specific rights and residual rights. When it is costly to list all specific rights over assets in the contract, it may be optimal to let one party purchase all residual rights. Ownership is the purchase of these residual rights. When residual rights are purchased by one party, they are lost by a second party, and this inevitably creates distortions. Firm 1 purchases firm 2 when firm l's control increases the productivity of its management more than the loss of control decreases the productivity of firm 2's management.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=5212318&loginpage=Login.asp Article Accession Number: 5212318; Grossman, Sanford J.Hart, Oliver D.; Source Information: Aug86, Vol. 94 Issue 4, p691; Thesaurus Term: CONTRACTSThesaurus Term: INDUSTRIAL productivityThesaurus Term: RIGHT of property; Number of Pages: 29p; Document Type: Article00223808Journal of Political Economy5212318Yьхэяя?bAmit, Raphael Livnat, Joshua1988DDiversification strategies, business cycles and economic performance99-110(Strategic Management Journal (1986-1998)92JourђTwo major diversification strategies of firms are examined: diversification into related businesses and diversification into unrelated businesses. The first strategy attempts to exploit operating synergies. In the second, the firm attempts to gain financial benefits from its ability to increase leverage due to a greater stability of cash flows. The study utilizes a large sample of firms to assess empirically the benefits and costs of these two diversification strategies by developing a new measure of diversification across business cycles and economic sectors. This new measure is compared with Berry--Herfindahl type measures of total diversification and recent measures of diversification into related businesses. The results indicate that pure financial diversification is associated with (a) more stable cash flows, i.e. lower operating risk; (b) increased levels of leverage; and (c) lower profitability. These observations are in accord with the theory. We also reaffirm that firms which diversify into related businesses have, on the average, higher profitability than nondiversified firms, although these results are not always statistically significant.01432095‰юфэяя?cWilliamson, Oliver E.19914Strategizing, economizing, and economic organization75-94Strategic Management Journal12JStrategic planning Economic theory Economic models Costs Corporate financeJourљAlthough several different approaches to the substantive aspects of business strategy can be distinguished, 2 general headings are: 1. strategizing, which appeals to a power perspective, and 2. economizing, which is principally concerned with efficiency. Both of these orientations are pertinent to the study of business strategy, but power approaches have played a role in the recent business strategy literature that belies its relative importance. Economizing is the much more fundamental orientation. Strategizing is relevant principally to firms that possess market power, a small fraction of the total. A strategizing effort will rarely prevail if a program is burdened by significant cost excesses in production, distribution, or organization. Among other things, emphasis on economizing restores manufacturing and merchandising to a place of importance within the business firm and on the academic research agenda.01432095eЬЦ<яя?d"Kaplan, Robert S. Norton, David P.1996=Using the balanced scorecard as a strategic management system75-85Harvard Business Review741)Harvard Business School Publication Corp.†BUSINESS planning CORPORATIONS -- Growth ORGANIZATIONAL learning STRATEGIC planning ORGANIZATIONAL structure PERFORMANCE -- Management¤Several years ago, the authors introduced a concept they called the balanced scrorecard. The balanced scorecard supplemented traditional financial measures with criteria that measure performance from three additional perspectives--those of customers, internal business processes, and learning and growth. The scorecard enables managers to introduce four new management processes that, separately and in combination, contribute to linking long-term strategic objectives with short-term actions. The four processes include translating the vision, communicating and linking, business planning, and feedback and learning. The balanced scorecard enables a company to align its management processes and focuses the entire organization on implementing long-term strategy. Wthout a balanced scorecard, most organizations are unable to achieve a similar consistency of vision and action as they attempt to change direction and introduce new strategies and processes. The balanced scorecard provides a framework for managing the implementation of strategy while also allowing the strategy itself to evolve in response to changes in the company's competitive, market, and technological environments.Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9601185348&loginpage=login.asp ЧArticle Accession Number: 9601185348; Kaplan, Robert S.Norton, David P.; Source Information: Jan/Feb96, Vol. 74 Issue 1, p75; Thesaurus Term: BUSINESS planningThesaurus Term: CORPORATIONS -- GrowthThesaurus Term: ORGANIZATIONAL learningThesaurus Term: STRATEGIC planningThesaurus Term: ORGANIZATIONAL structureThesaurus Term: PERFORMANCE -- Management; Number of Pages: 11p; Illustrations: 2 charts, 3 diagrams, 1 graph; Document Type: Article; Full Text Word Count: 576200178012Harvard Business Review 9601185348xЬЦ<яя?eArgyris, Chris1991"Teaching smart people how to learn99-109Harvard Business Review693)Harvard Business School Publication Corp.kORGANIZATIONAL learning PSYCHOLOGY, Industrial SOCIAL psychology EXECUTIVES LEARNING & scholarship BehaviorCContends that highly skilled professionals are generally poor learners. Common behavior patterns and defensive routines that block learning; Differentiating between `single loop' and `double loop' learning; Obstacles faced in teaching such individuals; Tips on helping them learn to reason productively; Brief case studies.Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9107010656&loginpage=login.asp ”Article Accession Number: 9107010656; Argyris, Chris; Source Information: May/Jun91, Vol. 69 Issue 3, p99; Thesaurus Term: ORGANIZATIONAL learningThesaurus Term: PSYCHOLOGY, IndustrialThesaurus Term: SOCIAL psychologyThesaurus Term: EXECUTIVES; Subject Term: LEARNING & scholarshipSubject Term: Behavior; Number of Pages: 11p; Illustrations: 4 cartoons; Document Type: Article; Full Text Word Count: 727400178012Harvard Business Review 9107010656HПЯяяя/fGoss, Sue Blackaby, Bob1998(Designing an effective strategic process39-669Designing local housing strategies: A good practice guideEdinburgh, ScotlandChartered Institute of Housing`http://www.odpm.gov.uk/stellent/groups/odpm_housing/documents/downloadable/odpm_house_602049.pdfMarch 10, 2005ШґЬЦ<яя?g'Collis, David J. Montgomery, Cynthia A.1995-Competing on resources: Strategy in the 1990s118-128Harvard Business Review734)Harvard Business School Publication Corp.jINDUSTRIAL efficiency STRATEGIC planning CORE competencies COMPETITIVE advantage PERFORMANCE -- ManagementЈThe authors explain in clear management terms why some competitors are more profitable than others, how to put the idea of core competence into practice, and how to develop diversification strategies that make sense. Case examples such as Disney, Cooper, Sharp, and Newell illustrate the power of resource-based strategies. The authors show how these organizations have been able to use corporate resources to establish and maintain competitive advantage at the business-unit level, and also how they have benefited from the attractiveness of the markets in which they have chosen to compete. INSETS: A brief history of strategy; What ever happened to the dogs and cash cows?Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9507242792&loginpage=login.asp ¶Article Accession Number: 9507242792; Collis, David J.Montgomery, Cynthia A.; Source Information: Jul/Aug95, Vol. 73 Issue 4, p118; Thesaurus Term: INDUSTRIAL efficiencyThesaurus Term: STRATEGIC planningThesaurus Term: CORE competenciesThesaurus Term: COMPETITIVE advantageThesaurus Term: PERFORMANCE -- Management; Number of Pages: 11p; Illustrations: 1 chart, 1 diagram, 1 cartoon, 4c; Document Type: Article; Full Text Word Count: 693900178012Harvard Business Review 9507242792ЌЬЦ<яя?h1Eisenhardt, Kathleen M. Schoonhoven, Claudia Bird1996jResource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms136-150GOrganization Science: A Journal of the Institute of Management Sciences72*INFORMS: Institute for Operations Research BREAK-even analysis ENTREPRENEURSHIP HIGH technology industries INDUSTRIAL laws & legislation MANUFACTURING processes PARTNERSHIP STRATEGIC alliances (Business)Presents a study which related both strategic and social factors to strategic alliance formation. Research methods; Results and discussion; Conclusions.ABSTRACT FROM AUTHOR Why do firms form strategic alliances? The traditional theoretical answer has been transaction cost explanations. Yet, these explanations which center on transaction characteristics, static efficiency, and routine situations do not capture the strategic and social factors which propel many firms into alliance formation. In this study, however, we combine these alternative social and strategic explanations for alliance formation. Consistent with these explanations, we find that alliances form when firms are in vulnerable strategic positions either because they are competing in emergent or highly competitive industries or because they are attempting pioneering technical strategies. We also find that alliances form when firms are in strong social positions such that they are led by large, experienced, and well-connected top management teams. The underlying logic of alliance formation is, thus, strategic needs and social opportunities. We develop these findings by extending the resource-based view of the firm to alliance formation and then examining the resulting hypotheses using product development alliances. The study is longitudinal and focuses on entrepreneurial semiconductor firms. Overall, strategic and social explanations of organizational phenomena as well as industry, firm, and top management team factors emerge as central in the paper. This suggests that these factors are relevant for predicting alliance formation, especially in high-velocity industries such as semiconductors. We conclude that failure to include social and strategic explanations creates an impoverished view of alliance formation.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=4434979&loginpage=login.asp УArticle Accession Number: 4434979; Eisenhardt, Kathleen M. 1Schoonhoven, Claudia Bird 2; Affiliations: 1: Department of Industrial Engineering and Engineering Management, Stanford University, Stanford, California 94305. 2: Amos Tuck School of Business, Dartmouth College, Hanover, New Hampshire 03755.; Source Information: Mar/Apr96, Vol. 7 Issue 2, p136; Thesaurus Term: BREAK-even analysisThesaurus Term: ENTREPRENEURSHIPThesaurus Term: HIGH technology industriesThesaurus Term: INDUSTRIAL laws & legislationThesaurus Term: MANUFACTURING processesThesaurus Term: PARTNERSHIPThesaurus Term: STRATEGIC alliances (Business); NAICS/Industry Codes: 339 Miscellaneous Manufacturing; Number of Pages: 15p; Document Type: Article10477039GOrganization Science: A Journal of the Institute of Management Sciences44349794ЬЦ<яя?iGadiesh, Orit Gilbert, James L.1998&Profit pools: A fresh look at strategy139-147Harvard Business Review763)Harvard Business School Publication Corp.gBUSINESS planning PROFIT ANHEUSER-Busch Cos. Inc. DELL Computer Corp. MERCK & Co. Inc. U-Haul (Company)ЏAs the case of U-Haul shows, the shape of a profit pool reflects the competitive dynamics of a business. Profit pools can take many shapes, depending on the economic and competitive forces at work in an industry or industry segment. Companies can use their understanding of the pool in many different ways: to identify new sources of profit in low-margin industries, as U-Haul has done; to chart acquisitions and expansion strategy, as Merck has done; to decide which customers to pursue and which channels to use, as Dell has done; or to guide product, pricing, and operating decisions, as Anheuser-Busch has done. An understanding of profit-pool dynamics can help guide important decisions about every facet of a company's operation and strategy, leading in many cases to the development of new, more profitable business models. INSETS: Gucci's gulch: The problem with growth; Choke points in the profit pool.Thttp://search.epnet.com/login.aspx?direct=true&db=buh&an=547153&loginpage=login.asp ъArticle Accession Number: 547153; Gadiesh, OritGilbert, James L.; Source Information: May/Jun98, Vol. 76 Issue 3, p139; Thesaurus Term: BUSINESS planningThesaurus Term: PROFIT; Company/Entity: ANHEUSER-Busch Cos. Inc. Ticker: BUDCompany/Entity: DELL Computer Corp. DUNS Number: 114315195 Ticker: DELLCompany/Entity: MERCK & Co. Inc. DUNS Number: 001317064 Ticker: MRKCompany/Entity: U-Haul (Company); Number of Pages: 9p; Illustrations: 2 graphs, 1c, 1bw; Document Type: Article; Full Text Word Count: 505500178012Harvard Business Review5471535ЬЦ<яя?j%Hambrick, Donald C. Mason, Phyllis A.1984DUpper echelons: The organization as a reflection of its top managers193-206Academy of Management Review92Academy of ManagementЇEXECUTIVES INDUSTRIAL management ORGANIZATIONAL behavior STRATEGIC planning CHOICE (Psychology) EXECUTIVES -- Conduct of life MANAGEMENT literature METHODOLOGY JOB performanceЂExplores the theory that organizational outcomes such as strategic choices and performance levels are partially predicted by managerial background characteristics through an upper echelon perspective. Benefits inquiry into the upper echelons perspective may provide; Human limits on choice; Decision maker's cognitive base; Examples of observable managerial characteristics; Development of propositions on the inquiry into the upper echelons.ABSTRACT FROM AUTHOR Theorists In various fields have discussed characteristics of top managers. This paper attempts to synthesize these previously fragmented literatures around a more general "upper echelons perspective." The theory states that organizational outcomes-strategic choices and performance levels-are partially predicted by managerial background characteristics. Propositions and methodological suggestions are included.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=4277628&loginpage=login.asp §Article Accession Number: 4277628; Hambrick, Donald C 1Mason, Phyllis A.; Affiliations: 1: Associate Professor of Business Policy In the Graduate School of Business, Columbia University.; Source Information: Apr84, Vol. 9 Issue 2, p193; Thesaurus Term: EXECUTIVESThesaurus Term: INDUSTRIAL managementThesaurus Term: ORGANIZATIONAL behaviorThesaurus Term: STRATEGIC planning; Subject Term: CHOICE (Psychology)Subject Term: EXECUTIVES -- Conduct of lifeSubject Term: MANAGEMENT literatureSubject Term: METHODOLOGYSubject Term: JOB performance; NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 14p; Illustrations: 2 diagrams; Document Type: Article03637425Academy of Management Review4277628 ќЬЦ<яя?k5Hambrick, Donald C. Cho, Theresa Seung Ming-Jer, Chen1996NThe influence of top management team heterogeneity on firms' competitive moves659-684 Administrative Science Quarterly414 Administrative Science QuarterlyYAIRLINES BUSINESS enterprises COMPETITION INFLUENCE (Psychology) MANAGEMENT HETEROGENEITYЄFocuses on the influence of top management team characteristics on firms' competitive move. Competitive behavior; Heterogeneity of top management teams; Heterogeneity and organizational performance; Top management team heterogeneity and competitive behavior.ABSTRACT FROM AUTHOR This paper explores the executive origins of firms' competitive moves by focusing on top management team characteristics, specifically on team heterogeneity, rather than on the more often studied environmental and organizational determinants of such behaviors. Arguing that competitive actions and responses represent different decision situations, we develop propositions about how heterogeneity may enhance some competitive behaviors but impair others. With a large sample of actions and responses of 32 U.S. airlines over eight years, we find results that largely conform to our propositions. The top management teams that were diverse, in terms of functional backgrounds, education, and company tenure, exhibited a relatively great propensity for action, and both their actions and responses were of substantial magnitude. Heterogeneous teams, by contrast, were slower in their actions and responses and less likely than homogeneous teams to respond to competitors' initiatives. Thus, although team heterogeneity is a double-edged sword, its overall net effect on airline performance, in terms of changes in market share and profits, was positive.ABSTRACT FROM AUTHORXhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9702052117&loginpage=login.asp Article Accession Number: 9702052117; Hambrick, Donald C. 1Cho, Theresa SeungMing-Jer Chen; Affiliations: 1: Columbia University.; Source Information: Dec96, Vol. 41 Issue 4, p659; Thesaurus Term: AIRLINESThesaurus Term: BUSINESS enterprisesThesaurus Term: COMPETITIONThesaurus Term: INFLUENCE (Psychology)Thesaurus Term: MANAGEMENT; Subject Term: HETEROGENEITY; NAICS/Industry Codes: 48111 Scheduled Air Transportation; Number of Pages: 26p; Illustrations: 4 charts; Document Type: Article; Full Text Word Count: 1213900018392 Administrative Science Quarterly 9702052117ЊЮЦ<яя?lBarney, Jay B.1996%The resource-based theory of the firm469-501GOrganization Science: A Journal of the Institute of Management Sciences7*INFORMS: Institute for Operations Research1BUSINESS INDUSTRIAL management STRATEGIC planning”Presents related studies on the concept of resource-based theory of companies in the field of business policy and strategy. Interest in applying this theory the development of a theory of firms; `Knowledge-based Approaches to the Theory of the Firm: Some Critical Comments,' by Nicolai J. Foss; `A Resource-based Theory of the Firm: Knowledge Versus Opportunism,' by Kathleen R. Conner and C.K. Prahalad.Uhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=4436088&loginpage=login.asp 7Article Accession Number: 4436088; Barney, Jay B.; Source Information: Sep/Oct96, Vol. 7 Issue 5, p469; Thesaurus Term: BUSINESSThesaurus Term: INDUSTRIAL managementThesaurus Term: STRATEGIC planning; NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 33p; Document Type: Article10477039GOrganization Science: A Journal of the Institute of Management Sciences4436088 Ж »ШЮЦ<яя?m4Mata, Francisco J. Fuerst, William L. Barney, Jay B.1995UInformation technology and sustained competitive advantage: A resource-based analysis487-505 MIS Quarterly196MIS Quarterly & The Society for Information ManagementґHIGH technology INFORMATION technology COMPETITIVE advantage MARKETING strategy RESERVE requirements INFORMATION resources resource- based theory IT resources Competitive advantageЮDiscusses the advantages of information technology (IT) applications through resource-based theory. Development of model applied on four attributes including capital requirements and technical skills; Managerial IT skill as a sustained advantage.ABSTRACT FROM AUTHOR The concept of IT as a powerful competitive weapon has been strongly emphasized in the literature, yet the sustainability of the competitive advantage provided by IT applications is not well-explained. This work discusses the resource-based theory as a means of analyzing sustainability and develops a model founded on this resource-based view of the firm. This model is then applied to four attributes of IT- capital requirements, proprietary technology, technical IT skills, and managerial IT skills- which might be sources of sustained competitive advantage. From this resource-based analysis, we conclude that managerial IT skills is the only one of these attributes that can provide sustainability.ABSTRACT FROM AUTHORXhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9604164890&loginpage=login.asp ЇArticle Accession Number: 9604164890; Mata, Francisco J. 1Fuerst, William L. 1 Email Address: bfuerst@tamu.eduBarney, Jay B. 2 Email Address: barney@cob.ohio-state.edu; Affiliations: 1: Department of Business Analysis & Research, Graduate School of Business, Texas A&M University, College Station, TX 77843-4217, U.S.A. 2: Department of Management and Human Resources, Fisher College of Business, Ohio State University Columbus, OH 43210, U.S.A.; Source Information: Dec95, Vol. 19 Issue 4, p487; Thesaurus Term: HIGH technologyThesaurus Term: INFORMATION technologyThesaurus Term: COMPETITIVE advantageThesaurus Term: MARKETING strategyThesaurus Term: RESERVE requirements; Subject Term: INFORMATION resources; Author-Supplied Keyword: resource- based theoryAuthor-Supplied Keyword: IT resourcesAuthor-Supplied Keyword: Competitive advantage; Number of Pages: 19p; Illustrations: 1 diagram; Document Type: Article; Full Text Word Count: 1049002767783 MIS Quarterly RGмЮЦ<яя?n-Barney, Jay Wright, Mike Ketchen Jr, David J.20019The resource-based view of the firm: Ten years after 1991625-641Journal of Management27)Elsevier Science Publishing Company, Inc.nBUSINESS BUSINESS enterprises EDITORS HUMAN capital MANAGEMENT PLANNING STRATEGIC planning RESOURCE management‰Describes the contributions to knowledge regarding the resource-based view of the firm provided by the commentaries and articles contained in this issue. Outline of additional areas of research wherein the resource-based view can be deployed; Influence of the resource-based view of the firm for understanding strategic management; Five fields of study, including human resource management, economics and finance, entrepeneurship, marketing, and international business.ABSTRACT FROM AUTHOR At present, the resource-based view of the firm is perhaps the most influential framework for understanding strategic management. In this editor's introduction, we briefly describe the contributions to knowledge provided by the commentaries and articles contained in this issue. In addition, we outline some additional areas of research wherein the resource-based view can be gainfully deployed.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=5777186&loginpage=login.asp ьArticle Accession Number: 5777186; Barney, Jay 1Wright, Mike 2Ketchen Jr., David J. 3 Email Address: dketchen@cob.fsu.edu; Affiliations: 1: Fisher College of Business, Ohio State University, Columbus, OH 43210, U.S.A.. 2: Center for management Buy-out Research, Nottingham University Business School, Jubilee Campus, Nottingham NG8 1BB, England. 3: Department of Management, Florida State University, Tallahassee, FL 32306-1110, U.S.A..; Source Information: 2001, Vol. 27 Issue 6, p625; Thesaurus Term: BUSINESSThesaurus Term: BUSINESS enterprisesThesaurus Term: EDITORSThesaurus Term: HUMAN capitalThesaurus Term: MANAGEMENTThesaurus Term: PLANNINGThesaurus Term: STRATEGIC planningThesaurus Term: RESOURCE management; Number of Pages: 17p; Document Type: Article01492063Journal of ManagemenВ·ЮЦ<яя?oBarney, Jay19912Firm resources and sustained competitive advantage99-120Journal of Management17)Elsevier Science Publishing Company, Inc.ћBUSINESS enterprises EXPERIMENTAL design INDUSTRIAL organization (Economic theory) STRATEGIC planning COMPETITIVE advantage ECONOMIC models EMPIRICAL research.Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable overtime this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantageвЂ”value, rareness, imitability, and substitutabilityвЂ”are discussed. The model is applied by analyzing the potential of several firm resources for generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.ABSTRACT FROM AUTHORUhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=5978921&loginpage=login.asp БArticle Accession Number: 5978921; Barney, Jay 1; Affiliations: 1: Texas A&M University.; Source Information: Mar91, Vol. 17 Issue 1, p99; Thesaurus Term: BUSINESS enterprisesThesaurus Term: EXPERIMENTAL designThesaurus Term: INDUSTRIAL organization (Economic theory)Thesaurus Term: STRATEGIC planningThesaurus Term: COMPETITIVE advantageThesaurus Term: ECONOMIC models; Subject Term: EMPIRICAL research; Number of Pages: 22p; Document Type: Article01492063Journal of Managemen 9604164890 t5777186 t5978921ъп"ЯЦ<яя?pGalbreath, Jeremy Galvin, Peter2004RWhich resources matter? A fine-grained test of the resource-based view of the firmL1-6!Academy of Management ProceedingsAcademy of ManagementњBUSINESS intelligence CORPORATE governance EXECUTIVE ability INDUSTRIAL efficiency INDUSTRIAL management MANAGEMENT COMPETITIVE advantage MARKETING strategy^A focal point of the resource-based view of the firm (RBV) is predicting which types of resources are most significantly associated with firm performance. In our study, not all of the expected predictions of the RBV were verified. Thus, the study raises some questions as to just which resources do underlie competitive advantage.ABSTRACT FROM AUTHORVhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=13863763&loginpage=login.asp –Article Accession Number: 13863763; Galbreath, Jeremy 1Galvin, Peter 2; Affiliations: 1: Graduate School of Business, Curtin University of Technology, Perth 6000, Western Australia 2: Curtin University of Technology, Perth, Western Australia; Source Information: 2004, pL1; Thesaurus Term: BUSINESS intelligenceThesaurus Term: CORPORATE governanceThesaurus Term: EXECUTIVE abilityThesaurus Term: INDUSTRIAL efficiencyThesaurus Term: INDUSTRIAL managementThesaurus Term: MANAGEMENTThesaurus Term: COMPETITIVE advantageThesaurus Term: MARKETING strategy; NAICS/Industry Codes: 55 Management of Companies and Enterprises; Number of Pages: 6p; Document Type: Article08967911!Academy of Management Proceedings 13863763ЕЮТ<яя?qTeece, David J.1998cCapturing value from knowledge assets: The new economy, markets for know-how, and intangible assets55-79California Management Review40California Management ReviewcBUSINESS enterprises BUSINESS planning MANAGEMENT science KNOWLEDGE management INTELLECTUAL capitalSpring‰Knowledge, competence and related intangibles have emerged as the key drivers of competitive advantage in developed nations. The importance of knowledge and the rapid expansion of goods and factor markets has left intangible assets as the main basis of competitive differentiation in many sectors. The value-enhancing challenges facing management are moving away from the administrative and toward the entrepreneurial. The key sources of wealth creation in the beginning of the 21st century will lie with new enterprise formation, the renewal of incumbents, the exploitation of technological know-how, intellectual property, and brands, and the successful development and commercialization of new products and services . The implications for management are profound. Managers must recognize that in open unregulated markets, the domains in which value can be built are likely to be more and more confined.Thttp://search.epnet.com/login.aspx?direct=true&db=buh&an=738857&loginpage=login.asp hArticle Accession Number: 738857; Teece, David J.; Source Information: Spring98, Vol. 40 Issue 3, p55; Thesaurus Term: BUSINESS enterprisesThesaurus Term: BUSINESS planningThesaurus Term: MANAGEMENT scienceThesaurus Term: KNOWLEDGE managementThesaurus Term: INTELLECTUAL capital; Number of Pages: 25p; Illustrations: 3 charts, 1 diagram; Document Type: Article00081256California Management Review738857нЮЦ<яя?r9Michalisin, Michael D. Smith, Robert D. Kline, Douglas M.1997In search of strategic assets360-3870International Journal of Organizational Analysis5Information Age PublishingSTRATEGIC planningWDiscusses the Resource-Based View of the Firm (RBV) approach in strategic management. Assumptions and conditions; Notion of strategic assets; Intangibility; Intangible resources and sustainable competitive advantage; Researcher R. Hall's empirical findings; Corroborating literature; Employee knowhow; Organizational culture; Conceptual model.Thttp://search.epnet.com/login.aspx?direct=true&db=buh&an=215147&loginpage=login.asp Article Accession Number: 215147; Michalisin, Michael D.Smith, Robert D.Kline, Douglas M.; Source Information: Oct97, Vol. 5 Issue 4, p360; Thesaurus Term: STRATEGIC planning; Number of Pages: 28p; Illustrations: 1 chart; Document Type: Article; Full Text Word Count: 12121105531850International Journal of Organizational Analysis215147G30ЮТ<яя?tKim, W. Chan Mauborgne, Renee19995Strategy, value innovation, and the knowledge economy41-53Sloan Management Review40Sloan Management Review"BUSINESS TECHNOLOGICAL innovationsSpring€When managers are asked to build competitive advantage, their strategic thinking typically regresses toward the competition. However, companies who use competition as their strategic reference create imitation, rather than innovation. Researchers studied companies of sustained profitable growth in comparison with their less successful competitors and observed the strategies they pursued. The authors found that superperforming companies shared a pursuit of innovation outside a conventional context and have called their way of strategic thinking value innovation. Value innovation places equal emphasis on value and differs from technology innovation. It also links innovation to what the mass of buyers value and is the essence of strategy in the knowledge economy. Examples of value innovators in diverse industries include Callaway Golf, Enron, CNN, Wal-Mart, and Compaq. Results show that in order to achieve sustained high growth and profits in the knowledge economy, companies should cultivate value innovation. Rather than focusing on beating the competition, their strategic thinking should focus on expanding existing markets or creating new ones.Uhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=1792756&loginpage=login.asp )Article Accession Number: 1792756; Kim, W. ChanMauborgne, Renee; Source Information: Spring99, Vol. 40 Issue 3, p41; Thesaurus Term: BUS РINESSThesaurus Term: TECHNOLOGICAL innovations; Number of Pages: 14p; Illustrations: 2 diagrams, 1 graph, 1bw; Document Type: Article; Full Text Word Count: 90740019848XSloan Management Review1792756ГDЇЯяяя?uBlum, Ulrich2003(Standardization, competition, and growthSIS ConferenceStockholm, SwedenSwedish Standards Institute/http://www.sis.se/upload/631904040886118750.pdfЮУ=PЮТ<яя?vEnsign, Prescott C.2001.Value chain analysis and competitive advantage18-42Journal of General Management27Braybrooke Press Ltd.HBUSINESS planning COMPETITION MANAGEMENT ORGANIZATION STRATEGIC planningAutumnїThe aim of this article is to provide a more comprehensive way to define and categorize the various kinds of linkages and interrelationships between activities of the value chain. Three methods for the classification of interrelationships are suggested. These are based on the kinds of linkages between activities. To be useful value chain analysis must be a worthwhile method of dividing the firm into activities in order to understand their impact on the business unit. The value chain can be employed to explore the impact that each activity individually can have on cost behavior and differentiation. Implications of strategic linkages and value chain analysis for strategic planning were discussed.Vhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=11510910&loginpage=login.asp Article Accession Number: 11510910; Ensign, Prescott C. 1; Affiliations: 1: Hautes Г‰tudes Commerciales in MontrГ©al, QuГ©bec, Canada; Source Information: Autumn2001, Vol. 27 Issue 1, p18; Thesaurus Term: BUSINESS planningThesaurus Term: COMPETITIONThesaurus Term: MANAGEMENTThesaurus Term: ORGANIZATIONThesaurus Term: STRATEGIC planning; Number of Pages: 25p; Illustrations: 8 charts; Document Type: Article03063070Journal of General ManagementЊЮЦ<яя?w19968Value chain analysis for assessing competitive advantage28CMA Magazine70 CMA CanadaMANAGERIAL accounting±Focuses on implementing value chain analysis in a company. Assessment of competitive advantage; Core competency analysis; Industry structure; Concept for internal cost analysis.Xhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=9608260862&loginpage=login.asp ИArticle Accession Number: 9608260862; Source Information: Jul/Aug96, Vol. 70 Issue 6, p28; Thesaurus Term: MANAGERIAL accounting; Number of Pages: 1p; Document Type: Article; Full Text Word Count: 77212075183CMA Magazine 9608260862 11510910X„OЮьюя?xPorter, Michael E.1998CCompetitive advantage: Creating and sustaining superior performancexxiv, 557 p.New York Free Press1st Free Press#Competition. Industrial management.shttp://www.loc.gov/catdir/bios/simon051/98009581.html http://www.loc.gov/catdir/description/simon032/98009581.html qMichael E. Porter. ill. ; 24 cm. Originally published: New York : Free Press ; London : Collier Macmillan, c1985. 0684841460‘Jefferson or Adams Bldg General or Area Studies Reading Rms HD41 .P668 1998 Main or Science/Business Reading Rms - STORED OFFSITE HD41 .P668 1998ZOC8ЮЦ<яя?y Miller, Danny1987HStrategy making and structure: Analysis and implications for performance7-32Academy of Management Journal30Academy of ManagementORGANIZATION STRATEGIC planningPresents information on a study which analyzed the relationship between strategy-making process and organizational structures. Characterizing structure and strategy making; Principal components analyses of structure and strategy making; Decentralization of authority.Uhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=4324172&loginpage=login.asp йArticle Accession Number: 4324172; Miller, Danny; Source Information: Mar1987, Vol. 30 Issue 1, p7; Thesaurus Term: ORGANIZATIONThesaurus Term: STRATEGIC planning; Number of Pages: 26p; Illustrations: 8 charts; Document Type: Article00014273Academy of Management Journa l4324172ЛїLюЦ<яя?z Hall, David J. Saias, Maurice A.1980Strategy follows structure!149-163Strategic Management Journal1”ASSOCIATIONS, institutions, etc. BUSINESS planning MANAGEMENT science ORGANIZATION ORGANIZATIONAL effectiveness PLANNING STRATEGIC planning STRATEGY±Researchers have for some time been interested in the relationship between the strategy and structure of an organization. In this article the authors discuss the most widely-held view on the nature of this relationship, and then suggest an alternative explanation. For them strategy, structure, and environment are closely linked. Whereas men may build the structure of an organization, in practice it is this very structure which later constrains the strategic choices they may make. The terms organization, structure, and strategy have frequently been defined in the literature. Strategy may be described as a statement of the vital missions of an organization, the goals which must be attained, and the principal ways in which the resources available are to be used. For organization theorists structure is at once the formal distribution of roles, and the administrative mechanisms which facilitate the control and integration of the different activities performed. An organization is an ordered set of activities and relationships between at least two people. The emotional consequences of these activities and relationships are an important part of this network and a product of its functioning.Vhttp://search.epnet.com/login.aspx?direct=true&db=buh&an=12495008&loginpage=login.asp oArticle Accession Number: 12495008; Hall, David J. 1Saias, Maurice A. 1; Affiliations: 1: Institut d'Administration des Entreprises, Aix-en-Provence, France.; Source Information: Apr-Jun80, Vol. 1 Issue 2, p149; Thesaurus Term: ASSOCIATIONS, institutions, etc.Thesaurus Term: BUSINESS planningThesaurus Term: MANAGEMENT scienceThesaurus Term: ORGANIZATIONThesaurus Term: ORGANIZATIONAL effectivenessThesaurus Term: PLANNINGThesaurus Term: STRATEGIC planning; Subject Term: STRATEGY; NAICS/Industry Codes: 8139 Business, Professional, Labor, Political, and Similar Organizations; Number of Pages: 15p; Document Type: Article01432095Strategic Management Journa l12495008