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SAGE Publications Ltd

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@ Stewart B Clegg, Jochen Schweitzer, Andrea Whittle andChristos Pltelis 20.17

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This second edition published 2017

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1 Strategy:Theory and Practice -An Introduction

2 Strategy, Competitive Forces and Positioning

J Strategy, Resources and Capabilities

4 Strategy and Innovation

J Strategy: Make or Buy?

6 Sttategy, Inter-organ izational Cooperation and Alliances

J Strategy: Going Global

8 Strategy and Corporate Governance

! Strategy Processes

1O Strategy Practice

L1 Strategy and Organizational Politics

12 Strategy and Strategic Change

13 Strategy Rebooted: The Futures of Strategic Management

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2 Sttategy, Competitive Forces and positioning

Learning objectivesIntroductionBusiness unit and corporate-level strategyIndtrstrial Organization (IO) and the Structure_Conduct_

Performance (SCp) approachSustainable competitive advantageUnderstancling the macro environmentTypes of marketsIndustly analysisAnother force?Strategic groupsStrategic actionGeneric strategiesProblems with porter,s frameworkBlue Ocean StrategySummaryTest yourselfExercisesCase Study: brandsExclusive

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Learning objectivesIntroductionValue and sustainable competitive adv^ntageThe value chainValue capture and creationAssembling cole competenciesCapabilities, football and strategyResottrce-based viewProblems with the RBV

Dynarnic capabilitiesSensing, seizing and transfortningRoutines and dynarnic capabilitiesDCs, value creation and value captureRefining dynarnic capabilitiesThe knowleclge-based view of the filrnI(nowledge managementSurnmarYTest yourselfExercisesCase study: Search engines

4 Strategy and Innovation

Learning objectivesIntroductionInnovation as New Product DeveloprnentWhere does innovation come from?Radical innovation as cleative destructionRadical versus incremental innovationInnovation platfotmsDigital platforrnsInnovators' dilemma and sources of discontinuityBusiness model innovationLnprovisation, trial and errorService innovationDesignJed innovationFrarning innovationf)esign scienceConstraining and enabling innovationLarge versus small firm innovationAmbidextrous organizationsVelocity and start-up environ¡nentsInnovation environmentsClusters as a vehicle for innovationNational innovation systemsThe co-creation of valueOpen innovation and open strategySocial innovationSurnrnary

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Test yourselfExercisesCase study: Pixar and Disney

5 Strategy: Make or Buy?

Learning objectivesIntroductionTo make or buy? That is the questionTransaction Cost Economics (TCE)\Øilliamson and TCEVhen to make ancl buy?Applications of TCEProblerns with TCEVertical and horizontal integrationThe importance of culture in horizontal integrationIntegrating cultures after. horizontal integrationOutsourcingOutsourcing throtrgh hybrid tempor.ary contractingProblems with outsoutcingThe political econotny of outsourcingSurmnaryTest yourselfExercisesCase str,rdy: Big data

6 Str ate gy, Inter-organ izational Cooperation and Alliances

Learning objectivesIntroductionStrategic alliancesCreating value through partnershipsDifficulties with strategic partnershipsAlliance otganization - contractual agreements and governanceJoint venturesManaging strategic alliances through different stagesStrategic networksAlliancingSummaryTest yourselfExetcisesCase study: Menagerie'

7 Strategy: Going Global

Learning objectivesIntroductionGlobalizationGloï>alization: Critics and fansBusinesses boln globalMultinationals - the agents of globalization

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Theory of the MNE and FDI

Multinational strategiesMultinationals and the politics of ernployment

Multinationals and centre-periphery power dynarnics

Multinational rnandates

The politics of mandatesMultinational mandates and the problem of implementation

Subsidiaries and legitirnacy in strategy

Multinational diversification and competitive adv antage

Tlre conternpor^fy scene: Flat horizons or differentiated vistas?

Glob alizatio n : Hyb r idizatio n o r co nve rge n c e ?

The BRICs and strategY

Clrina - organizations and global strategies

SummarYTest yourselfExercisesCase study: Infomedia

8 Strategy and Corporate Governance

Lealning objectivesIntroductionOrigíns of corPorate governanceContetnporary col'pol'ate governanceAgency theorYProblerns with corporate governance ancl the

shareholder,/stakeholdel value debateCorporate governance, the boardroorn and strategy making

Strategy in practice in the boardrootnEmergent topics in boatd researchCornparative colporate governanceCorporate codes of ethicscorporate social Responsibility (csR) and col'pofate govefnance

SurnrnaryTest yourselfExercisesCase study: Microsoft's ethics

9 Strategy Processes

Leal'ning objectivesIntroductionAgainst rational planning: Strategy as emergent and groundedFive errors of strategic managelllent, accolding to MintzbergMintzberg's five Ps of strategYMintzberg's methodsAndrew Pettigrew and process approachesStrategy and learning processesStrategy and cultural processesSensernakingPLocesses and wisdom

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Strategy storiesOr gani'zational storytellingStories as fonnal nar-rativesDiscourses as storyingSummaryTest yourselfExercisesCase study: HS2

1O Strategy practice

Learning objectivesIntroductionStrategy as practiceThree ways of viewing practice\ùØhat clo strategists do?Strategy as practice, in questions ancl answe¡sSurnmaryTest yourselfExercisesCase study: Ar-ticulating vision

11 Strategy and Organizational politics

Learning objectivesIntrocluctionMachiavelliO r ganization al politicsStrategic interestsPowel relations and alliancesMultinationals and subsidiar.y politicsBusiness elitesForms of elite capitalResisting elites and changing strategyStrategy and decision-making processesMaking decision-rnaking processes more realistic ...Decision-making processes: The Cuban Missile CrisisPower in decision-rnakingPower in non-decision-makingTypes of decision-makingParadoxical decision-makingTemporal paradoxes and consistent inconsistencyBack to MachiavelliBach to strategySummaryTest yourselfExercisesCase study: The Australian Broaclcasting Corporation

12 Strategy and Strategic Change

Learning objectivesIntroduction

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rù(/hat is strategic change?.ùØhy does strategic change occur?

Types of change

Implementing change

Leading strategic change: Sensemaking, symbolistn,

communicationThe role of rnetaphors and stories in strategic change

The politics of strategic change

SummarYTest yourselfExercisesCase study: Strategic change at FitCo

t3 Strategy Rebooted: The Futures of Strategic Management

Lealning objectivesInttoductionContextThe discourse of strategY

After the war was overFollow the tnoney: Stlategies, salaries and performanceCrisis, what crisis? The present ancl recent past of strategy

Prefiguring thc cul'rent crisisThe future of strategy: Old wine in a new bottle?

Moral sentirnents and strategyStrategy and the V'\)Ø emissions scandalRebooting strategYThe state and sustainable strategiesSutnmaryTest youlselfExelcisesCase study: Australian coal mining

GlossaryI?eferencesIndex

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ge' ABflUT THE AUTHÍIRS

stewart clegg is Professor of Managernent and Research Directorof the centre fot organization and Management studies at theuniversity of rechnology, sydney Business school. For over fortyyears he has been extremely active in teaching and researchingorganizations and management from a sociological perspective, inboth Europe and Australia.

His major research interests have always centered on powerrelations in organizations and in theory. He is the author of many books, inciudingStrategy: Theory and Pra.ctice (2O11), a further collaboration with Martin t<ornbergerlamongst others, as well as being the editor of a great many volumes, including iheaward-winning Irand.book of organiza.tion stud.ies (2006). He has published manyarticles in leading journals such as the Academy of Management ReuieLU, OrganizationScience, Organization Studies, Administrøtiue Scíences Quarterly,Journøl of politicatPou'Eri Hurnøn Reløtions, Organization and the Journøl of Mcr.nøgernent Studies.

Stewart seeks to be the embodirnent of the potential of the sociological imagina-tion to illuminate social reality. To this end he has tried, with his co-autirors, to Ãakeunderstanding management and organizations relevant, accessible and stripped ofpretension.

Jochen schweitzer teaches strategf Innovation and Entrepreneurshipand is the Director of the MBA Entrepreneurship at the urs BusinessSchool. He is also Research Strearn Leader for strategy and creativityat the Center for Management and Organisation Studies (CMOS)and FoundelDtector of u.lab, a multidisciplinary innovation hub.Previously he has worked as a Design Thinking Coach, ManagementConsultant, P¡oduction-Planning Engineer and Cultural programCoordinator. His research, teaching and consulting focuses on issues

of strateg¡ collaboration, entrepreneurship and innovation with a special interest indesign thinking, urban planning and open innovation

Andrea whittle is Professor of Management at Newcastle universityBusiness school and previously Head of the strategy, organizationand society Research Group. Before joining Newcastle university in201'3, Andrea held a chair in organization studíes at cardiff university.Andrea started her academic career in Natural science, then did a phDin sociology in the field of science and rechnology studies and sincethen has taught Management in Business schools. Andrea's interest in

strategy started without plan or design - much like rnany strategies themselves emerge.\Øhile doing an ethnography of a grollp of management conzultants for her doctoraltesearch, she was fascinated by the social, political, maÍerial and discursive processesthrough which the group tried to shape the finn's strategy agenda,albeit not uliuy, ,rr.-cessfully. Since then, she has gone on to develop a keen interest in strategy as practice,

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xiv About the Authors

applying organization theory and social theory to the study of strategizing processesin a range of contexts. Her more recent work has included longifudinal ethnographicresearch on a strategy project team in a Multinational Corporation and work on howtop managers account for their strategic decisions following crises and scandals. Centralto all her work is a concern for understanding how discourse and power are implicatedin all forms of organization - of which strategy is not an exception but an exemplar.

Christos Pitelis is Head of Brunel Business School and Professorof Strategy and Sustainable Competitiveness. He co-founded, andfor twenty years directed the Centre for International Business andManagement (CIBAM) at both the University of Cambridge, wherehe is a Life Fellow of Queens' College, and the University of Bath,where he was also a Professor of Sustainable Global Business.He has held visiting appointments, at the University of California

Berkeley; Copenhagen Business School; Universiry of St Petersburg and University ofTechnology Sydney among others. He has published extensively in leacling Strategy,Organization and International Business journals, single-authored and with the leadersin these fields.

StewartKornberretiringof Chrisrnttch-reattributawith gra

'W'e ¡

Kirsry St

have berStev

the drafiOrganizTechnolDanielleSpender

)focessesogfaphicon how

;. Centraloplicated:mplar.

tfofessor

led, andness ande, wheteof Bath,usiness.alifornia'ersity ofStrategy,: leaders

Stewart and Jochen wrote the first edition of the book with Chris Carter and Martin

Kornberger. The second edition sees a new authotial team, with Chris and Martin

retiring and being replaced by Andrea Whittle and Christos Pitelis. The contlibutionof Chris and Martin was essential to framing this project in the first instance. In this

rnuch-revised second edition, to the best of our knowledge, specific contributions

attributable to their input are not present. We acknowledge their past contributionwith gratitude'

We also wish to acknowledge the support and encouragelnent for this project ofKirsty Smy and Sarah Turpie, without whose efforts and encouragement it rnight never

have been accomplished. The reviewers that Sage contacted were also very helpful.Stewart would like to acknowledge the rnany helpful comlnents he received on

the draft chapters as they unfolded from colleagues at the Centre for Management and

Organization Studies and from the Management Discipline Group at the University ofTechnology Sydney, including Ace Simpson, Marco Berti, Wal Jarvis, Natalia Nikolova,Danielle Logue and David Bubna-Litic as well as comrrents frorn Gerry Davis, J.C.Spender and David Weir.

:quisitiorìt Journal,

pabilitie,,

:e in stra_

ired conr_

ion oJ'theAcaderny of Managetnent, 73-14Academy of Management Journal (jottrnal), 14-1.5

Acadenry of Management Reuiew (jotrlnal), 14-15

acculturatlon, I />-L /oadditive strategic change, 459-460adhocrac¡ 213-2L4Adnx¡nístratiue S cíe n c e Qr ørlerþ (j oumal), 1 4- 1 5

agency cost,279agency rlìeorf 186-187, 276-281., 290, 48O

aggregatiqn, 106

agile orya$izations, 99Airbnb, 23þ

ailline indirstry, 51, 60, 201-202, 402

Alchian, A.lþ,., 281, 282Atdi,62,68,404Alexander VI, Pope,393Alibaba, 113

Alice in Wonderland (Carroll), 3

Allergen,466alliance-buildir:'g games, 399alliance capitalistn, 193

alliance governance, 204-206alliances. .t¿¿ strategic alliancesalliancing, 217-222Allison, G., 415

Alvesson, M.,484Arnazon, 127, 126, 128, 234, 488-489anrbidextrous organizations, 744-745Anrerican Civil war (1867-1.86Ð, 6, 7American Online (AOL), L76-177Anderson, C., 131

Andrews, K.R., 9Anglo Arnerican, 517Anguela, R., 146Ansoff, H.I., 9-70, 3I5, 316APN News &Media,77Apple

celebrity and,38l-382designJed innovation and, 1.36

digital platforms and, 1.26

globalization and,232innovation and,74llPod and,94outsoul'cing and, 187

product leadership and, 68

strategic alliances and, 200Appleyard, M.M., 151-152appropriability, 106

arbitrage, 228-229, 240-241Argylis, C.,328,37O

Ariño, 4., 205

Arrow, KJ., 163

Artlrur Andelson, 381Aslrforth, 8.8.,467Aslrwell, R.,32-37Aspiritech, 306asse.t speciÊcity, 13,56, 163,765,167 ' ,

assigned arl'angeltìents, 206

assiurilation, 175

AstraZ\eca,466A.T. Kear)¡ey, 495, 496-497AT&T, 50 '

.

Atl<inson, M), 507-508Atlânta Syrnpl\ouy Ofchestra, 442-443, 456

Atlassian,234attractiveness, 59Attdi, 58Augier, M., 140

Aulil<, J., 495-496Aussie Cornnrercg Gtou¡r, 77

Arìstralian Broadcasting Corporation (ABC),

471.,427

Arrstralian Musetutt, 224-226automol¡ile indr,tst|Y

arnbidextrous organizations in, 144

globalization and, 27 O-27 L

innovation and, 124-725, 733joint ventures a:nd,2O6

as mature industfy, 48-49outsout'cing and, 180

strategic alliances and, 2O3-2O4

stÍategic groups in,58trade unions and,57VW errrissions scandal ¡nd, 507-504

TIce Awakening Gi6,nt (Pettigrew ),324,A-relrod, R., 193

Bachrach, P., 418

Baclen-Fuller, C., 12!Badlrarrr, R.,397,463Baigorri, M., 20

Bain, J.S., 41, 89

Balogun, J., 43O, 442,452453,457Banerjee, S.8., 305, 510-5llBang & Olufsen, 62-63Bansal, P., 506-107Bantz,M,,478Barber', E., 28

ßarclays,299Ilarings Bank,299

586 lndex

Ballow, J,P, 1.12

Batnett, W., 41t

Bar.ney, J.8., 92, 96, 98, 799, 237, 331Barry D., 340, 358, 363, 458Bartlett, C.A,,238Bartunek, J.M., 4tt4-445B^teson, G.,329Bauerschmiclt,4., 58Baunsgaard, V.V.,443BCG rrratrix, L6, 45,351, 401Bear Stear.ns, 279Beckharn, V,, 379, 380, 387Bednar, M.,438behavioural theory, 8behaviout'al utrcer.tainty, 166Bendix, R., 295Benetton, 22Berfield, S., 20Berle, AJ., 274-275Berrone, P., 278Berry, J.V., 175

Bessant, J., 128, 133, 147Betaphar.rn, 306Bezos, J., 488489Big Data, 1,89-1.90, 505Tbe Big Sbort (fiLn), 490Biggaf t, N.U/., 295-296Bilcl Am Sonntag (newspaper), 503Bild Zeítung (newspaper.), J0JBill and Linda Gates Fourclation, 25Bing, 113Birkinshaw, J., 83-84, 1,47, 1,51,,246-247Bitcoin, 128Blacl<berry, t36Blair, M., 282-283,5I2Blai-f,T.,391¡Blockbuster, 18, 434-435Blue Ocean Strategy, 69BltreScope Steel, 97, 110BMIø, 5Sboalclroom and boar.d l.esearch, 283-2g9The Body Shop, 65Boie, D.M.,337Bolancl, P.J.,I37Bollarrd, M., 20, 767-1,68Boln.rarr, L,G.,373Booz & Company, 48Botgia, C.,393born-global frtnts, 233-2j5Bosch, 502-503Boston Consulting cror¡p @CG), 12, 44-45bourrded rationality, B, 13, I4t, 164-1.65, 4j,2_413Botrqtret, C.,246-247Borrrdien, p, 350n1, 363,406-408Bowclirch, J.L., 175Bowne, 8., 4!pBraclach, J.L., 168Blaithwaire, J., 511rBranclenburger,,¡t.., 57Blands4friends .cle, 7 I-7 2

brandsExclusive, 7 l-78Blanson, R., 379, 380, 381Brazil,253,26OBRtCs,259-269BlidgeClimb, 103Blitish Airways (BA), 402Britislr Petroleurn (BP), 21,3-2t4Brown,4., 137-138Brown,4.D., 363Buchanan, D., 397, 463Btrckley, P., 236, 237, 239-240btrdgeting garnes,399Btrnch, D.S., 42Buono,,4..F., 175bureaucracy, 213-274Bulgelnran, R.,4.., 320Burger King, 68Burns, R., 390Br-rsh, G. ì(r, 2!business elites, 405-472Bus¡ness Etbics (journal), 199Bt tsíness Ethics Quarterl? (journal), 499Business Model Canvas (BMC), t29-131, 129business lnoclels, 728-131, 1 29Btrsiness Process Reengineering (PpF.), 452brrsiness schools, 7-8, 494business unit stlategies, 39-40Butler, R., 420-422buyer power', 54BYD Auto, 206

Cadbuly Repott,275Cadogan, A.,216-217California Public Employees Retirernent

System, 275Canillws, J.C.,25-27Carnpbell,4., 106Campbell, J., 364capabil ities. S ee ot ganizational capabil i tiescapability-buil cl ing, 2OO -2OlCctÞíttil (Marx and Engels), 1185

Caþitcilisnx, Sociøtlism and Dem.ocrcr.cy(Schurnpeter),11p

Cappelli, P., 257, 26t-262carbon tax,511Carlsen,.A., 360Calnegie,.¡\., 380Carnegie Foundation, 7-8Carney, M.,265Catpenter, C.,447Catroll,B,,377Carroll, L., JCarrer, C., 354, 4BO, 486Cascio, W, 210Cassorr, M.C,,236Castells, M.,216Castro, F., 415-4L6Catmtrll, 8., 1.56, 1.58

celebr.iry 379-383centr¿lized hul>s, 238-239

Centre for CorPora(ccsc),324

Cespedes, F., 459

cbaebol,289Chaktavattqt,P.,4)Chamberlin, E.H., {

Chandler,4.,8-9, .

Chanel, C.,72Channel,62-63Channon, D,,255Charan,R.,273charismatic transf<

Chery,48Chesbrough, H.\ùØ.

clria, R., 32O,364-child, J,, 268-269Cllin^,261,263-21China Securities a

(csRC), 289

chittipeddi, K., 45

Clroo, J., 275-276'Chrisman, JJ', 58Christensen, C., llChrysler, 58

Ciceto,392Ciofñ,J'W.,273Cisco, 192

civil disobedienctClarl<, K.8., L41

Clausewitz, C. voClegg, S.R., 217, :

408,443,44ÍClimate AdaPtedclustels, 146-747

coal mining, 517

Coase,R., 12-13,coasting, 138

Coca-Cola,23fCoclt,L.,465codes of ethics, :

Cofl R.W., 83

Cognitiue Edge (

cognitive maPs,

Cohen, M.D', 32Collingriclge, D'ColloPY, F., 137

collusion, 5L

combination, 10

communication,CornmunitY Inncomparative coi

comPetencY tracolrpetitive ad]

rypes of, 61, r

value chain a

See also sttsta

Comqetitiue Stn

cotnpletnentotscomPlements, .

cornPlexitY, 2!-i;:lÈ!ì

ü

lndex 587

Centre for Cot'porate Strategy arrd Change

(ccsc),324Cespedes, F., 459

cbaebol,289ChakravarttY , P. , 4)2Chamberlin, E.I'I', 8

Chandler, ,A.., 8-9' 17O, 25r, 255, 274, 3r5' 316

Chanel, C.,72Channel,62-63Channon, D', 255

Charan,Ii.',273charismatic transfortn¿tion, 45O' 450

Chery, 48Chesbrough, H.'ù(/., 131, 1'57-1'52

Chia, R., tto, 364-365, 423

child, J., 268-269china, 261, 263-269, 419. see ¿/so BRICs

China Securities and Regulatory Cornmission

1ç5¡ç), 289

Chittipeddi, K., 453-456Clroo, J., 27 5-27 6, 289-293

Chrisman, JJ., 58

Clrristensen, C.' 1'27 ,299Chrysler, 58

Cicero,392Ciofß' J.w.,273Cisco,192civil disobedie ¡ce, 493

Clark, K.8., 141

Clauscwitz, C von, 5-6, 5

Clegg, S.R', 2r7, 278-222, 3o}-3o3' 355456' 357'

408,443,448Climate Aclapted People Shelter (CAPS)' 138-139

cltrsters, I46-t47coal rnining, 517

coase, R., lz-t3, t6t,163, 168,193-794,282

coasting, 138

Coca-Cola,231Coch,L.,465codes of ethtcs, 296-303, 308-312

Coff, R.V., 83

Cognitiue Edge (bloÐ' 337

cognitive trra'Ps, 325, 330' 333, 335

Colren, M'D., 320, 413-474, 415

Collingridge, D.' 413

CollopY, F., 137

collusion, 51

cornbination, 109

cotnrnunication, 106

Community Innovation Strrvey (CIS)' 148

comParative corporate Sovernance, 289-296

comPetency lraqs,2I0competitive advantage

types of, 6t,61,66value chain and, 85

See also sustainable competitive aclvantage (SCA)

Cornpetitiue StrategS,t (Pot'ter), I l'-12

complementors, 57

complernents, 152

complexitY,25-27

comprehensive alliances, 195

consensus strategy, 319

constrictecl decisions, 42I, 421

consulting, 367 -37 3, 369, 57 L, 439-440

contingeily Perspective on change' 444-446

contradictorY interests, 27

control, 106

Convention on CorPotate Accotrntability' 305

Cook, D., 158

.oopá.u,io.r. Se¿ Inter-Film Cooperation (IFC)

coopetition, 17 1' 192-193

coorclinated fedetation, 238

coordination, 106

corbett, R., 286

core competences, 80-81, 90

Coriat, 8., 148

Cornelissen, J, l'., 459-460

corporate governance

agency theofy ^nd,

27 6-281, 29O

case studY, 308-312codes of ethics and, 296-303, 308-312

comParative view of, 289-296

contenlporary scene aud, 275-277

context of,273-274corporate social responsibility and' 303406

em;rgent topics in boarcl research a¡d'288-289

origins of, 274-275

in plactice, 287-284problerns w itl't, 287 -283,,r.,.gY rnaking a¡d, 283-286

.o.p.,r.ä social Ãsponsibility (CSR), 303-306

corPorate sovel'ei8nty, 5 13

col'porate stt ategY, 39 -4O

Cotþorate StrategJ) (Ansoff), l0correctness, 357-358Cotrs Charnbers Westgatth, 441

corruPtion, 264, 5OI

cost làadership , 61-62, 61 , 64, 65, 66, 89 '

437

cost of entrY, 59

C o s ta C onc o rd¡ 6 (sh,i P), 3O1-3O3

Cottrpassou, D, 4O9, 417, 466-467

Cray,D',420-422Creative, )4creative destrttction, 719-121

creativicY, 16,102Crenson, M.,4I8Crouch, C., 495

Ctrban Missile Crisis (1962), 415-4ßctrlttrlal integration, 77 5-17 6

cttltttredelìnition of, 329

globalization and, 23O-23I

lrorizontal integrâtion and, 17 4-180

str¿tegic Processes and, 329-332

Cutrrtnings, 5., 75-17, 448

Cunha, M.P.E., 132

Cusatnano, M.A., I24customer intirnacY, 68-6!Cyert, R.M., 73,83, 161', 165

Czarniawska, B'' 337 -338

f,

t, 129

,452

ties

588 lndex

Daellenbach, U., 15-17Dainler,206Das, T, 2O8-2O9D'Aveni, R., 51Davis,4., 4a5-486Davis, G.F., 187, 288, 479, 484Davis, M., 132Davis, S.M., 239cle Cock, C., 461de La Ville, V.1.,457de Onzoño, 5.L,494Deal, T.E., 33O,373decen tlalized fecletation, 238decision-rnal<ing plocesses

Cuban Mìssile Crisis and, 415-46non-decision-r.r-raking ancl, 417 -42Ooverwiew o1,412-1t13as paradoxical, 422-424powel in, 416-417as realistic, 413-415types of, 42O-422,421

deculttr¡¿tion, 17 5- 17 6

delegated alrangements, 206deliberate strâtegy, 317 -318Dell, 28, 64, 66, 67, 68-69del¡and, 1rl

democracy,476Dernserz, H., 92, 193, 28I, 282deployment, 152design attitucle, 1Jldesigrr-led innovation, 136-747design science, l4O-141,design thinking, 137-138DesJardine, M., 506-507detaclrment, 320-327cler,rteroJearning, 329Deutsche Telekorl, 41

Deverall, D.,1,O4-lO5Devinney, D., 386dictâtorial tlansformation , 45O, 45ODiefenbach, T, 418diffelentiation, 6 l-65, 6 1, 66, 84-85, 89, 424cligital networl<s, 2 !5-276digital platfolrn s, 726-1.27cligital tlansforrnation, 126-1.27DiMaggio, PJ.,2r5,495disciplinary power, 412discotrrse(s), 342-3tt3, 480-483disluptive technologies, 127 -128, 189-190diversification, 41., 59-60, L6l-762, 25 1(livestnìents, l6division of labotrr, 321-322Dogan,M.,406Doig, S J., 184Domino's,28-2!Donaldson, L., 369-370, 438, 496Dooney, H.,21,1.-21,2Dörrenbächer, C., 241Dolst, I(., 139-140Dosi, c., 90, 98

dot.com collapse, 491-492double loop lealning, 328Dotrgherty, D., l4O-742, L43Douglas,J.,413Downing, J.H.H., 492Duarre, N.,363-364Dukerich, J. 8., 1156

durnbsizing, 368Dundon, T., 4L!Dunning, J., 193,237Dtrnphy, D.C., 444, 450-457, 45Odurabiliry, 95Durisin, B., 277Duttorl,J. E.,456Duysters, G., 201r

Dyas, G.,255Dyer, J.FI., 208

<lynarnic capabilities (DCs), 83, 97 -105, lOO, 237

East Asian hybrid capitalisnt, 295-296East India Cornpany, 231t, 1t29-43O

eBay,64,126,728, 151Eccles, R.G., 168, 1.72

ecological model'nization strategies, 3O4-3O5economic neo-liberalism, 47 6, 484-488, 499, 573econornic rent,43-411Econornics of Goocl ancl Eull (Secllacek), 4807he Econo m.ist (newspaper), 252Eisenberg, H., 368Eisenlrardt, K,, lO4, 145, 287Eisner, M., 157Elrnes, M., 340, 358, 363, 458embedded mobiliry 409emergent strâtegy, 3I7 -318, 3 1 8, 466ernefgent theory,323EMI,90,103, r19EÍtirates,1rO2emotions, 359errployee voice, 4 l)-42Oernployees, 57ernployment, 21tl-243enclogenous innovation, 267energy,141.Engels, F., 485Bnron,299,381entrepreneufial stl'ategy, 318ent¡y barriers,55,89environmental rnodelling, 15

Envit'onnrental Protection Agency (EPA), 50 1-502equily alliances,205, See also joint venturesequity joint verìtures (EJVs). Se¿ joint ventlrresErilcsson, P.,355,365Erkann,N.,444Esser, D.8., 299Ethisphele, 308ethnocentt'icism, 231.

Eucaþptus saligna,147Etrropean Cornmission (nC¡, t¡1, 31,European Union (EU), 41

evoltrtionaly change, 444-446

exogenouexpertiseexplicit krExploring,externalizrEzzamel, I

Facebook,FagerbergFairhulst,Fama, E.F.

familial ca

Fascism, 4

Faulkner,FeclEx, 62.Fenton, C.

Ferrer, Q.,Ferrill, ,4..,

Fiat,2O3-',Filo, D., 1.

Financi¿l I

frnancializFisse, 8., !Firco,462Fitzgerald.Five Forcer

Flerning, IFligstein, Ifluid decisfluidity, 14

Flyvbjerg,focus,6L,forcecl evcFord, 58, 2

Ford FounFord MotoForeign Di

262,2formalizati

fortuna, 1t

Fortune (r.

Foucault, IFoxconn, ,

fracking, 3

Frame Innframing, 1t

France TelDie Frank

(new.s

Franklin, IFteedman,Freedrnan,Freeman, (

freemium,French, J.IFrieclman,Fliis, J., 64Fujimoto,'functionalfunctional-

lndex 589

LOO,237

exogenously introcluced innovation, 267-269expertise games,399explicit knowledge, 1.O7 -1O8, 368Erploring Strategíc Cbange (Balqgun ancl Haleþ,43Oextelnalization, 108-109Ezzamel, M., 342-343, 365

Facebook, 189-190, 2i.3, 234Fagerberg,J., l18Fairhr.rrst, G.T,, 459, 468Fama, 8.F., 277,278, 479fantilial capitalism, 292, 294-295Fascisn-r, 483Fatrlkner, D., 106FeclEx,62-63Fenron, C.,363,365Ferrer, Q., 20Ferrill,,A'., 3Fiat,203-204Filo, D., ll2-ll3Financial Times, 126fi nancialization, 494-495Fisse, 8., 514Fifco, 462, 470-473, 471Fitzgerald, M.,726Five Forces Model (porter), 76, 53-j7 , 54, 66,66, 435Fleming,4,,411Fligsrein, N., 27 5-27 6, 289 -293fltrid decisions, 427, 4Ztfluidiry, 140Flyvbjerg, 8.,346, 347, 356-357focus, 61, 61, 64-66, 66, 89forced evolution, 45O, 45OFor'<l, 58, 203-204Fold Foundation, 7-8Ford Motor Company Ar¡srralia, 270-271Foreign Dilect Investlnent (FDI), 231, 236-237,

262,266forrnalization, 320-327fortuna,424Fortune (magazi¡e), 381Foncault, M,, 342, 350n1, 4Io, 472Foxconn, 187fi'acking, 30Frame Inn ouati on (D or st), 1 39 -I 40franing,459France Telecorn, 41Díe l:rønkfurter Allgeneine Zeitutxg

(newspaper'), J0JFranklin, 8., 16

Freedman, M.,215Freedrnan, P.,123-L24Freeman, O.,372-373fi'eenriurn, 131

French, J.R., 465Fliedrrran, T.,229, 251-252, 252Früs, J., 64Fujimoro, T., 141

functional alliances, 195fturctional-level strategies, 40

Fttller, O., 1.5

The ltLt.ture of StrategJ) (Aurik et al.), 495-496

Gallagher', M.8.,266Gallouj, F., 734game theory, 193Gamnelgaard, J.,24Jgarbage can,4l4Garfinkel, H., 35On7, 359n2Gates,8.,25, 381Gates Foundatiou, 25Gates, L.,2JGawer, A.,724Gehry, F., 722,136-137Genefal Motors (GM), 58, 744, 2OO, 477general public, 57generic strategies, 60-67, 61, 66, Bj, 89geographic alliances, 799 -2O0Geringer, M., 208Geroski, P.A.,42Geyskens, I., 171

Ghemrntat, P,, 22)Ghoshal, S., 2J8Giddens, A., Z9S, 350t:t1,51.OGioia, D.4., 453-456Glaser,8.,323Glass-Steagall Act, 490Global Financial Clisis (GFC)

autornobile inclustry and, 48, 1.44

causes of, 478corporate govel nânce and, 278-279, 299globalization and,235inn<¡vation and, 1.5'J.

overview of,489-1t95Shabby Chic and,36-37strategic managernent and, 47 5-47 6

Global Reporting Initiative, 303glob^liz^tion

boln-global fir'rns and, 233-235BIìICS and, 259-269bt¡siness elites and, 405case study,270-271.critics and fans of,233as crrltulal phenomenon, 230-231definition of, 228as econor.nic phenornenon, 237-232as historical phenomenon, 229-230as hybridization or convergence, 253-259, 2SaSee also Irrultinâtional enterprises (MNEs)

glocalization, 232-233, 236Glynn, M.r\., 442-443, 456Golso¡khi, D., 383Gornez, l'.Y,,275Gonzales, L.,28good business practices, 121Goods-Dorninant (G-D) logic, 134-735Google

Big Data ancl, 18p-190celebrity and, 381digital platfornß ancl,'1.26-'1.27

30599,513

r80

tI-502

res

590 lndex

Google cont.Miclosoft and,371multi-sicled platforms and, 111

st(ategic processes ancl, 330as virtual rnonopolist, 488VRIN lesources and, 103

Goth,J.,44-45Gottfredson, M., 181

Gouldner, 1\.U/., 297, 298governmen ts and gover-nment pol icy, 41', 1'20, 1'9 6

Grahan, D,,345Graharn, P., 113

Grarneen Bank Project, 152-153, 306G¡anovetter', M., 1,72

Grant, R.M., 98, 705-106Glaphics Group, L56

The Gratefr-rl Dead (band), 732-133Gny,8.,207Grcen,J., 132

Greenberg, D.N., 460Greenpeace, 3O5, 325-327Greenspan, A.,492greenwashing, 303-304Greve, ÉLR., 398Grossman, S., 281

Grove,.A., 57Gruncly, T., 1t37, 444-445, 445, 446

Gr.tcci,62-63Guillén, M.F.,292-293Gulbranclsen, I.T., 505Gurteen, D.,339-340gutus,12Guthey, E., 383

l-righ-velocity environments and markets, 1,04, 145

Hirst, P.,229Hirr, M.A., 209,259Hive, 153-154Hobson, J.4., 4P8

Hodge, G., L83

}jolt,R.,423Honda, 58,133Hood, H., 83-81r

Hope,W.,492horizontal integration, 767-162, 17 3-180Hoskin, K., 6-7household appliances, L24

Huawei Technologies, 267

Hulr, G.T.M., 118

human resources, 83, 84, 84Hurnphley,4., 9Huse, M., 287

Hutchison 3c UK (3UK), 4fHutron, W., 263, 266, 484Huy, Q.N., 353hybridization, 152

Hymer, 5.,236,251hypercompetition, 51

innovati(defrnitas desiirnprorinstitì.llas keyin larg'nationras Nevopen s

as radiSEfVTCC

as soclvelocit

innovaticInnovati<innovaticinnovatoInstitLìteinstitutioinstitutioinstitLltioinstitutiointegrateintegrati(integrity,Intel, 57intelligibInter-Fil'r

allianccase stclefinit:strateg

20strateg

internal <

inte¡naliiIntel'natii

(rccinternati(Inter:nati,

241,-

Internati'Inte¡natirInternet,Internet ,

Intranet I

irtvestrleiPhone, 1

iPioneer,iPod,,94Isazrcsou,isolating

Jachall, IJacl<son,Jacobs, R

Jacques,Jarosch, J

Jalzabko'

Habermas, J., 475-476, 493-494, 495

habittrs, 1106

Hackenberg, U., 5O2, 503Hacldock, R., 48

Flailey, V.H., 430

Hamel, G., 1,2, 95, 381, 395Harnilton, G.,295-296HaÍdy, C., 359n2, 362, 363, 408ÍIarf, J., JHart, O., 281

Flatch, J.M., 133-734Hatz, \ø., 5O2,503Hawtholne studies (Mayo), 46Ç465Flayel<, F., 476,501He, D., 169Hecker,4., 181

Hedltrnd, G,,83-84Heimeriks, K.H.,2O4Helfat, C., 83Hennalt, J.F., 194, 236-237Helodotus, 3

hero's journey, 364Hertz,R.,406Hesterlf ìø.S., 199

Hickson, DJ.,42O-422High speed 2 (HS2),345-347,346, 346

Iansiti, M., 125

rBM,40, 42,192,204IDEO, L37-138ideological modes of ration^lity, 443

ideological strategy, 319Iger, R., 158

LKEA,62,66-67Imber, J.8., 406implementatio n, 246-249IrnPlementing Strategic Cba.nge (Glundy), 437, 445

imposed straÌegy,3l9improvisation, 132-734In Searcb of Excellence (Peters and Vatelnan), 330

incremental innovation, 121-124, 122India,26O. See also BP.ICs

Inditex, 20

Industrial O r ganization (IO) approach, 1 1- I 2,

40-43, 53, 58, 165, 193industry analysis, 53. See also Five Folces Moclel

(PorteÐ

inequity, 485-488Tlte Infhrence of Sea Power u.pon Hßtory (Mahan), 6

Infornedia, 270-271infomeclialies, 52innovation

ambidextrous organizations and, 744-145antecedents ol 118-119business models and, L28-I31,129case study, 156-159in China,266-268clusters as vehicle 1o\ 146-147co-creation ofvall¡e and, 118, 149-1,51

constl'aining and enabling factot's in, 141-11t2

creation of value and,84, 84as creative destruction, 719-72I

I

-F

lndex 591

to4, t45 :innovatiott cottt,

defirìition of, 116

as design-lecl, 136-141improvisation, trial and error in, 132-134

institr¡tional entlepreneurship and, 746

as key concept, 16

in large versus small frtms, L42-1.43

national innovation systems a:nd, L48-74)as New Product DeveloPlnent, 117

open stfâtegy and" l3l, 151-152as radical vetsus increme ¡tal, 127-124, 1 2 2- 1 2 3service introvation, 1'34-736as social, 752-154velocity and,145

innovation and resource-value creation, 92

Innovation Bay,745innovation platforms, 124-727innovatols' dilelnma, 727 -L28Institute for Mittelstancl Research (lfM), 29 4

institutional entrepreneurship, 146

institutional innovation, 268

institu tional logics, 362-363ilrstitrìtiolìal theory, 18L, 783-184integrated netwolks, 239

integration, 775,424integrity, 141

Intel, 57intelligibility, 357 -358Inter-Firm Cooperation (IFC)

alliancir-rg and, 277 -222case stttdy, 224-226clefrnition and theories of , 1'92-195

strategic alliances and, 77 L-17 2, 192, 1'95-206,

207-212,20a, 402-403strategic networks an<!, 212-217

internal capabilities, P0

internalization, 7O9, 236

International Council on Cleau Transportation(rccT), 501

international cLll'rency market, 50

Intefnational Labour Organization (ILO),

241-242,304International Monetary Fund (IMF), 228

International New Ventures, 234

Internet, 23O, 231-232Internet of Things (IoÐ,53Intranet systems, 109-110¡nvestment alliances, 196

ìPhone,232iPioneer, 778-179iPod,94Isaacson, W., 6P

isolating rnechanisms, 59

Jackall, R,,297-298

Jackson, M.,5,297Jacobs, R., 90

Jacques, M.,263

Jarosch, D.,71-78Jalzabkowski, P., 353, 354, 36 1, 362, 368' 5oo

Jensen, M.C., 187, 277,278, 478,479Jcnsen, T., 298

Jolrs, S., 69, 156-158, 363-364, 379, 38O, 381Jolrnsorr, G., 43O, 437-438, 444-445, 453joint ventures

as key concept, 16

overview of,2O6-2O7strategic alliances and, 795, I99-2OOTransactiolì Costs Economics and,'J-94

Tbe.lournal of Business Etbics (jorrral), 4))Judge, T.4., 4

Judt, T., 483, 497-498

Jullens, J., 48

Kahn, K.8., 117

Kamoche, K., 132

Kang, S.C., 83I(anter, R. M.,132,447Ikplan, S., 360-361Katkalo, VS., 98, 101

Kay, J',82Keen,4., 103

keiretxt., 295-296Kennedy,4.,{., 330Kennedy, J.F., 41'5-476Kennedy, R., 415

Kets de Vlies, F.R., 370I(eupp, M.M., 134

I(eynes, J.M., 395I(eynesianism, 477, 484

KFC,68Khan, F.R., 245

I(hurana, R., 381, 383

I(im, I(., 207

I(inr, \rV.C., 69,34OKirld of Blue (alburn), 132

King, M.L. Jr'., 363-364Kjonstad,8.,297Klein, 8., 163

I0ein, N., 728,3O4Klein, P.G., 282-283Kniglrrs, D., 342, 35o, 354-355, 4r2, 452

knowledge, 2, 396-397. See ako social capital

knowledge acquisition, 706, 2O7

knowledge assets, 93l<nowledge-based organizations, 107

l<nowledge-based resources, 93knowledge-based view (IßV), 1 05-10 6, I lO, 194'

237,281Knowledge Cafes, 339-34OTbe Knowledge-Creatírxg ConxparxJ) (Takeuchi), 107

knowledge management, 107-110

I(odak,18, ll9,I2lI(ogrìt, 8., lO5, 21O, 237, 241, 256

Kondl'atieffl N., 478

Kot,Y.Y.,94I(orinc, H., 275

I(ornbelger, M,, 6, 217, 355-356, 357

I(ostova, T., 256

Kotter, J.P., 239, 448-449, 464, 465

,437,445

nan), 330

1-72,

; Model

Mahan),6

145

47-142

592 lndex

I(raaiienbfink, J., 96, 98Krarrer', M.R., 283

I(retschrrer, T., 181

Krvgnan,P.,252I(rumay, 8., 306Kuhn, T.S., 14

labotrl mall<ets, 241,-243

Laine, P-M., 365-366Langley, A,,363,365Lanzara, D.F., 1.20 -1,21Law,J.,354Lawre¡ce, J.,239Lawlence, T.8., 360leadersl-rip, 377-379Ieaelhtg Cbange (KotteÐ, 448-449learnin g orgarìizations, 327 -329Lee, S-Y., 113legirirnacy, 249-250, 28O, 362, 4O8, 41.5, 493Lelrnan Brothers, 278, 279, 299Lehtirnäki, H., 355, 365Lenovo, 40Lé¡;inay, Y.A., 4O6n2Levien, R., 12!Levy, A.,445Levy, D.L., 4O4-4O5Lewin, I(., 446-447Licll,4ÙltLiebeskincl, J.P., 107Linclblorn, C., 327, 413Linclsey, M., 20Lindse¡ N., 20Littler, J.,379London, 25zt-255Iong Range Planning (journal), 75-f6the long t^il,731,Los Angeles, 125Lotris, M.R., 444-445Lr-rcasfilm, 156Lul<es, S.,452Iulu.com, 13lLusch, R.F., 134-135Lush, 65

MacDonald's, 231Maclriavelli, N., 4-5, 4, 392-396, 424-425Machiavellianism, 4Mackay,8.,364-365Maclean, M., 28O, 283, 4lOnracLo environ nent, 45-49, 48Madhok, 4., 162Mael, F,A.., 467Mahan,4.T., 6Mahindra & Mahinclra, 48

Mahr.nood, LP., 116

Mahoney, J.T.,92,91tMaitlis, S., 360Malel<zacleh, 4.R., 175rnalleability, 1,o2-7o3Mallor'¡ G.,420-422

manclates, 244. See rrlso lrultinational mandatesMantete, 5., 373-377, 1Í59

Marceat,J.,1.54March, J.G., 13, 83, 90, 133, 161, 165, 32omarket nationalisn, 266

marketing alliances, 196

markets,50-52Marks & Spencer, 18-20, 21-24, 167-168Marshall,4., 84Martin, G.,271Martin, J.4., lO4, 145, 337Martinuzzi, A., 3O6

Maruti, 48

Marx, I(., 83, 282, 485, 5O7

Mason, E., 41,21,5

Matala¡,68rìratrix or ganizatio¡s, 239

Manborgne, R.,69,34OMayer, M., 713,255Mayo, E., 464-465Mazda,58McDonald's, 30, 68, 128-129McHtrgh,l\., 320McKa¡ 8., 320McKendrick, D., 44McKinlay,,A.., 109

McKinsey Global Institute (MGI), 252-253Mcluhan, M.,505-506McNulty, T.,287-288Meacham, J.4., 336Means, C.G., 274-275Meckling, lí.H., 187, 278,478,479Menagelie, 224-226Metcecles, 58, 62-63, 68, 5O3

lnergel's and acquisitions (M&A)calct¡lations for, 59-6Ovs. ioint ventures, 206

as key concept, 16

strategic alliances and, 21,1,

See also horizontal integrationMe¡ton, R.K., 28

r.netaphors, 333, 359, 459

Meyer, 4.D., 436-437, 438Meyer, C., 86-88Meyer, J.W., 298Micklethwaite, J., 232

micro-fl nance, 152-153, 306rr-ricro-politics, 4Ol-4O2Microsoft

Bing and, llJcelebrity anc[, 381cocles of ethics ancl, 308-31,2corriplelnentors and, 57digital platfoln s and, 126

rnonopoly and,5O-51Sl<ype and, 64

military strategy, 3, 5-7, 7

Milleq P, 341Miller, S., 420Mills, C.Dl., 405-406

Mintzberion buschamp:on eIn(

31on lnnlMachiaon polìon straon stra

)5on stra

Mises, L.

Mishel, L

Mitsuhas.MíttelstatmobilityLe Monchmoneta¡imonopolMontagnrMontevetMoody, JMoore, J.moral se;

Morgan,Morgan,.Morgan,MolrisonMounotr<MottrinhrMueller,Mueller,rnulti-divrnulti-sid,nLÌltinatimultinati

as ^getcâse st

centLe.

contendefinitlegitirrofganlpolitic,theory

multinatimultinatil)lultinatiMurdochMulray, ì

rnusic inmu tual c

N-form, i

Nag, R.,NahavanNalebuffNano, 4[narrative

lndex 593

rdates Mintzbelg, LI.

on business schools, 4!4chanrpions of strategy and,375on emergent strategy, 1,2, 13, 273, 317 -379,

31e,466on innovation, 145

Machiavelli and, 394-395on political games,4O2

on strategic change, 448on strategic processes, 374, 315-324, 3 18,

337-332,342on strategy formation, 320

Mises, L. von,483Mislrel, L., 485-486Mitsuhashi, H., 398Mittelstand,294-295mobility balriers, 59Ie Monde (newspaper), 503monetârrsfn, 4/ /-4/órnonopoly, 50-51, 103Montagrìa, P., 500-501Monteverde, K., 13

Moody, J.8., 185

Moore, J., 281

moral sentiments, 497 -5OI, 512Morgan, c., 35O, 354-355, 412

Morgan, J.P., 380Morgan, M.,1.29Morrison, J., 504Mounoud, E., 457

Mourinho, J., 381Mueller, D., 51

Mueller, F., 431-433, 471

multi-divisional form (MDF),7,8, 1'7O, 170

multi-sided platforms, 131

multinational diversifi cation, 25 1

multinational enterprises (MNEs)

as agents of globalization, 235-236case study, 270-271centre-periphery power dynamics and, 243-244

contemporary scene and, 257-253defrnition of,228-229legitimacy and, 249-250organizattonal politics and, 4O3-4O5

politics of ernployment ar'd, 241-243tlreory of, 236-237

rnu ltinational mandates, 244-249mtrltinational polilics, 229

nrtrltinational strategies, 237 -241Murdoclr, 11.,487-48aMurray, R., 1,52, 153music industr¡ 1.32-133

mutual competitive adv?'nfage, 59

N-forn,213-274Nag, R., l4-15Nahavandi,,{., 175

Nalebuff, BJ., 57Nano, 48

narrative, 34r-342, 363-365, 457 -462

national innovatiorl systenìs, 148-149national telephone cornpanies, 50Nelson, R.R., 83, 90, 98net present value (NPV), 281

Netflix,18, 121,435network-based mobility, 409

network forms of otganization, 21'2-277Neusser, Il,-J., 5O2, 5O3

New Coke, 29

New Dynamic Capabilities framework, 99

new entrants, 55New Industrial Organization (NIO) theories, 43

. The New Macbíøuelli (Powell), 394

New Product Developrneut (NPD), 117

New Yolk Polt Autlrorit¡ 456

News Corp Intelnational, 4t5,488Next, 20wg,'V., 461niche, 89

Nickerson, J.4., 169

Nielsen, V.L.,297NielsenOnline, 73Nike, 68, 187

Nissan,58,133Nokia, 136

Norna,86-88, 161

non-decision-m aki ng, 417 - 42O

non-equity alliances, 2O5, 206non-rnarket strategies, 4o3-4o5non-replicability, 95Nonaka, I., 1O7-1O8, 37O

Normandy landings, 6-7Norsk Hydro Asa, 248-249North American Free Trade Agreement

(NAFTA),41not-invented-here syndlotne, 401

NS BlueScope, 97Nyberg, D.,3O4

Oakes, L.S., 363Obama,8.,466Obiect (Australian centre for craft and design),

224-226Occu¡ry Movet.neltt, 491

O'Conrror, J., 475-476, 493-494, 495

oil and gas industr¡ 29-30,51oligopoly, 5I, 251Olive4 J.,379Olsen, J.P., 320On tbe racks (blog), 150

On Wør (Clausewitz), 5-6O'Neill, E., r50O'Neill, J., 259

Onewor.ld Alliance, 20L, 4O2

online private shopping clubs, 7 l-72opacify,95Tbe Oþen Boola of Social Innoaatíon (Murray

et al.),752,753open irrnovatio n, 131, 751-752open-soLìrce software, 171

594 lndex

opelational excellence, 6gopportunism, J.64, 165Orange UI(, 41O'Reilly, C,,144Organization for Economic Cooperation and

Development (OECD), 275, 294Organization of petroleurn Exporting CoLlntries

(oPEC), 51, 54organizational boundary clecisions, 163o t ganizational capabili ties

corporate governance ancl, 2gldefinition of, 2, 80-81football metaphor a¡d., 9O-91globalization and,237Inte¡-Fir.m Cooperation and, 1.94_195as l<ey concept, L5strâtegic alliances and, 2OO-2OISee also Dynamic Capabiliries (DCs)

otganizational improvisation, 1.32_1.34organizational infrastr.ucture, g3_g4, g4organizational metaplrysics, 36g, 37 O

ot ganizational politicsbrrsiness elites and, 405-472case stucJy,427decision-rnaking processes and,, 412_424Machiavelli and, 392-396, 424_425nlultinationals and, 4O3-4O5overwiew of , 39O-39t, 396-398power relation s and, 396-39g, 402_403strategic il)terests and, 395, 39g_4O2

organizational retooling, 369, 36gor ganizational storytelling, 337 _339organizational surgery, 368469, j6go r gatizational therapy, 369, 37 O

organizations, 15, 76Otlikowski, W.J., Z5ZOlr', J.E., 328,339Ottiz, H., 4O6n2Ostelwalcler', L,, 129-j,31, 129Otrchi, V.G., 170outsou¡cing

definition of, 16lglobalization and, 17 I-772Inter-Firm Cooperation and, I92overview of, 180-181political econonìy of, 135-1g7problerns wirh, 183-f 85through hybrid ternpora¡y contracting, 1g1_1g3valne chain and, 88-89

Ovetnan,H.,34JOwnership, Location, Inter.nalization (OLI)

franteworl<,237oxfam,486-487The Oxþrcl ÍIcr.n.dbooh oÍ Strnrtegy (Faulkner ancl

Campbell), 106Oxley,J.E., l)1¡

Panama Canal,405Pandian, J.R., 92patadigms, 437 -438, 444-445

paradoxes, 336, 422-424Pareto effrciency, 5O9-5IOParker, C,,297Parkeq I-I., 283-284Parker, M., 467-462Pai<es,8.,225Palrnigiani, A., 768, 169participative evolution, 45O, 45Opartnerships. .Sae strategic alliancesPascale, R.,317Patal<, l-1.7

patents, 268PayPal,1,28Tbe PDMA Ha.nclbook of Neut procluct

Deueloptnent (Kahn), I f 7Pearce, J.,277Pedelsen,Ä..R., 363Penrose, E.

on capabiliries,97,98olì customel.s, 151on ent¡y bar.r.iet.s, 89on external envi¡onrnent, 436on globalization,2JfInter-Firm Cooperation and, 1.94-195on lnanagers, 33resoulce-based view and, Z, g, IO-1,1, 92, 93,

to3,3t4_31.5Perey, R., 506, 5O9, 5l,zperfectly competitive markets, 50performance, 15Pelkins,4., 18-19Perpettral Lirnited, IO4-7OíPerrow, C., 278PESTEL (Political, Econornic, Social, Technological,

Errvironmental and Legal) analysis, 45-4),47,435

Petelaf, M.A.,92Peters, T, 136,33OPettigrew, A., 72, 287 -288, 314, 324_327, 3 2 5, 342,

397,448Pfeffer', J., 83, 143ItÊ2er,466pharmaceutical industry, 60, 466Phillips, \X/., 1.27, 722, 365Pieke,F,,265Pigneur, Y., 729-131, 129Piketry, T., 4a5,487pìrate economy,266Pitelis, C.N., 83, 99, 146-747, 1.51, 237, 283, 425Pixar,756-159Pizza Hnt,28-29plagiarisn,266planned stfategy, 318plannifrcation, 477Plannir.rg School, 446, 466platforms. .!e¿ innovation ¡>latfolnsPlato,42OPlesne¡, U., 505Polanyi, M., 107, 108politicaf gantes, 399-4O2

political s

politicaI s

Porac, J.FPorter, M

criticisrFive Fc

66on geninfluenon lnn(IO appmobiliton shar

on straon strastrateg'on valton vah

portfoliopossibilitPowell, F

Powell, J.Powell, TPowell, .ù

powerbusinedecisicin deciMachiamultin:!n nonofganl:resistar

4<

stfateg'thild <

Power, MPotuer, P'

(Bu<

PowerPoPozel, S..

Prahaladpredeter':Presley, ì

PricewatThe Prinprobabilprocess r

process :

Proctor ¿

productproductproductproductiproductiprocluctipropertypublic-pPugliesePuzone,

FI lndex 595

-49

z,93,

ological,

i25,342,

i,425

Polirical sl<ill, 4o 1,-402political strategy, 4-5Porac, J.F,, 334Porter, M.E.

criticism of frarnewolk by,68-69Five Forces Model by, 16,53-57, 54,66,

66,435on generic strategies, 60-67, 62,66influence of, 92on innovation, 743, 1.46

IO approach and, 17-12,42,193nrobility barliers and, 59on slrared va\rc,283on strategic action, 60

on strategy, 727, 137, 314strategy stories and, 341on value capture and creation, 89on value chain, 67-68, 85, 85

poltfolio approach, 495-497possibiliry 422-423Powell, F., 406n2Powell, J., 4,394Powell, T.C., 483, 499-5OO

Powell, W.uí., 215

PO\ì/efbtrsiness elites and, 406, 407-408, 4Lo-412decision-makin g and, 414-475in decision-rnaking processes, 416-420Machiavelli on, 5, 424-425rntrltinational enterprises

^nd, 243-244

in non-decision-rnaking processes, 417 -42Oolganizational politics and, 396-398, 402-403resistance and, 410-412, 474-475, 464-468,

465,467srrategic clrange and, 462-468, 464-465, 467'third dimension' of ,452

Power, M., 278

Power, Politics and, Organizational Cbange(Bu chanan and Badham), 463

PowerPoint, 360-361Pozel,5.,22JPnhalad, C.K.,95, 149

predeterminati o n, 327-322Ptesle¡ E., 128

Pricewaterlrous eCoopers, 204

Th e Prínce (Machiavelli), 392probabiliry 422-423process innovation, 727-124, 122process slrat¿egy,3l9Proctor & Gambl, 1.31

product differentiation, 41

product innovation,'1.21.-124, I 2 2product leadership, 68

production alliances, 796production licensing, 196

productive resistance, 4lL, 466-467property-based resources, 93public-private partnership (PPPs), f 96Pugliese, A,.,277,287l>ttzone, F.,277

Qantas,4O2quantifr cation, 327-322

Quiggin, J., 183

Qtrinn, J.8., 321,446

radical innovation, 727-724, 1 2 2railways, 8-!Rajan, R., 282-283Rarnaswamy, V., 14!Ramsay, c., 135-136RAND Corporatiot,4TTRasche,4., 299

Ratner, G., 460-461Ravensc¡aft D. J.,174RCA Victor, 128

Reagan, R.,478,483realpolítik, 5, 393Red Queen effect, 3, 30Redzepi, R., 87

regulation, 571-572Ren, H., 207

Rennie, M.V.,234research and developrnent (R&D) alliances, 196

resilience, 409lesistance, 4lo-412, 4L4-475, 464-468, 465, 46 7

resistance leadership, 468

resource-based view (RBV)

corporate governance a:nd, 28Ic¡iticisms of ,96-97globalization and,2iInter-Filnr Cooperation and, 194-195netwolks and,21.4organizational infrastructure and, 83origins of, 11, P2as process-based view, 314-315resources and, 92-95, 314S-D logic and, 135

strategic architectt¡re and, 95-96strategic processes and, 331

resotrrce-pickin g, 2OO -20 Iresoì-rrces, 8O-8]^, 92-95, 396Respace Projects, 753-154Reuer, JJ., 205

revolutionary change, 444-446Rhodes, C., 499

Rhodes, R.,{.w.,406n2Richardson, C., 97, 98, r95Ritholtz, 8., 158ritualism, 284

flvalry, ))->oTlte Road to Serfdom (Hayek),476Robertson, J., 517Robertson, R., 212

Rockefeller, J.D., 380RØDE Microphones, 723-124R.oe, MJ.,274role models, 129

Rose, N., 341Ross, J.V., 127

Rouleau, L., 457

596 Index

loutines, 101

Ilowan, 8., 2!8Rufin, C., 116

Russia, 260. See also BP.ICs

salades, 484-488Sarnta-Fredelicks, D., 357 -359, 459Sarasvathy, S.D., f40Sarbanes-Oxley Acf , 27 5

SARFIT (structural adjustment to regain fit)nodel, 369-37 0, 438, 496

satisficing, 413Saucli Arabia, 29-30scale rnodels, L29scenalio planning, 37 0-37 3, 37 1Schattschneide r, f,,, 417 -41.8Schatzki, T.R., 350n1Schein, E.H., 329,33OScherer', F. M,,174Schettino, F.,302-303Schlesinger,4., 41!Schlesinger, L.A.,465Schneide¡ S.C., 28Schon, D., 328Schurnpeter, J., 8, 83, 84, 119-120, 1 19, 146

scientifiò marìagement, 72O, 1,5I

Scott, J., 408Scott, R.W., 146search engines, 1.1.2-174Second World \iØar, 6-7Secllacek, T.,4aO,484Seicll, D., 361seizing, 98-99, 1OO, lO2self-ernployment, 484self-service, 152Semel, T., 11JSendle,185Seneca,3)2sensegiving, 315, 452-457 , 459

sensemakingstrategic change and, 440-443,452-457, 459

strategic processes and, 315, 332-335strategy as practice

^nd,366,379sensing, 98-99, lOO,1OO, 102separation, lT5Serapio, M.,270Servan-Schreiber, J., 293Service-Dorninant (S-D) logic, 134-135service innovation, 134-L36services, 134-7367s frarneworl<, 12

Shabby Chic,32-37Shallhorn, 5.,326-327Shanzai,266shared management agreements, 206

sharelrolcle¡ capitalism, 291-292, 293shareholders,5Tsharing econorny, 171

Shaw, G., 34O-34ISlrirnano, 137-13a

Tl¡e Shoch Doctrine (Klein),128short-tennism, 280

Shrivastava, P,28Siemens, 204

Silicon Valley model, 213-2L4, 257 -258, 25asimon, H.A., 13,83,90, 136, 74o, ú1, 163,

4t2-4r3sincerit¡ 357-358Sinclair, W.,27Osingle loop learning, J28Sl<ype,64,234Smiley, R., 42Smith, 4., 84, 1.72, 282, 476, 497-498Smith, K.K., 445

smith, M., 395-396SMS industry, 128

Snowdon, D.,337social capital,407social democratic stakeholder capitalism, 2)2,

293-294social innovati o¡, 152-154social nrobiliry, 4O9-47O

social networking services, 2Llsocialization, l0SSornanchi, C.S., 97, 110

Sony, 200Southwest Airlines, 62

Specialisterne, 306Spee, À.P, 353Spee, A.P.,362Spekman, R., 208

Spencer, 8., 58Spender, J-C., 478-479, 491

Spicer, 4., 251, 259, 411, 439sponsorship games,399sporadic decisions, 420-421, 421Spotify, 728, 1,31

Stace, D.À., 444, 450-451, 45O

Standard Oil, 5L

Star Alliance, 201.-202, 4O2

Starbucl<, \ø.H., 316start-ups, 143,745state c pif^lism,z92State-owned Assets Sr.rpervision and

Adrninistration Comrnission (SASAC), 289

states, 57, 511-575. See also governments ancl

government policystock rnarkets, 82storytelling, 341-342, 363-365, 457 -462Stout, L., 282-2a3,512stranf,e conversations, 220-221strategic actlorr, 59-60strategic alliances, 17 l-17 2, 192, 195 -206,

207-212,20a, 402-403strategic change

case study, 470-473, 471definition and overview of,43O-434East India Company and,429-43Oexplanations of , ß4-444, 435implementatio n of , 446-452, 4 5O

strateg;cas keymetappoliti<senselsensertypes

strategicst¡ategicStfategi(strategicstrategicShategi¿

15,Strategi(strategicstrategic

case s

culttrr;learnirMintzlovervlPettigiserìserstratefwisdo

stra¡.egizstrategy

antececlassi<contetconte)clefinildefinitdiscouas ellllfuturelirnitsmoralrrì pra,

tt'endsuse ofVW e¡

Stra.tegystrategy

case sl

cham¡overvlPettigrquesti(stfatef

st¡ategyStratrss,StrLctur(

4r-'subcontlsLrbstitLìt

substitutsubstitutSun Recr

ìÉ

F

lndex 597

i8

92,

stlategic cl], nge cont.as key concept, 16nretaphors and stories in,457-462politics of, 462-468, 464-465, 467sensegiving and, 452-457, 459sensernaking

^nd, 440-443, 452-457 , 459

types of, 444-446,445strategic decisions. See decision-making processes

stlategic d,tift, 434435, 43 5Strategic Group Analysis (SGA), 59strategic groups, 58-59stlategic interests, 395, 398-402Sh'ategíc Management.[ottrnal (journal), 12,

15,376Strategic Management Society, 13-14strategic networks, 212-217strategic processes

case study, 345-347, 346, 346cultnral processes and, 329-332learning processes and,, 327 -329Mintzberg on, 374, 315-324, 3 1 8, 33r-332, 342overview of,31.4-315Pettigrew on, 314, 324-327, 325, 342sensemaking and, 315, 332-335strategy stories and, 336-343wisdorn and,335-336

srfaregizing, 16, 354-356strategy and strategic managenent

antecedents of, 3-5, 4-5classical age o1,6-73, 7

contenlporary perspectives on, 13-77context and evolution of,477-484definition of, 15

definitions o1,2,721discoulse oî,48O-4a3as emergent ancl grounded, 375-320,318ftrture of, 495-497, 504-511limits of, 2!-30nroral sentirnents and, 497 -5Olin ptactice, 18-24trends for the future Ìr., l6-Uuse of term, 8, 16

VW enrissions scandal and,507-504Strategy ancl Structure (Chandler), 8strategy as practice (SAP)

case study, 386-388, 386-387charrrpions of strategy and, 373-383, 37 5, 37aoverview of , ú, 349-354, 35 1-352Pettigrev/ and,325questions and answers on, 35Ç373, 367,369,37fstr ate gizin g ancl, 35 4-3 5 6

strategy stories, 336-343Strauss,4., 323Structure-Conduct-Performance (SCP) approach,

4t-43,53subcontracting, l92substitute products, 55

substitutive strategic change, 459-460substitutors, 57Sun Records, 128

Sun-Tzu, 3

suppliers, 54supply conditions, 41

surprises, 28-2!sustainal)il ity, 47 6, 5O6-575sustairrable conlpetitive advantage (SCA)

dyrrarnic capabilities and, )8, 1.O7, IO3-IO4knowledge-based view anct, 105-L06overview of , ß,43-45resource-based view and, 96sustainabiUry in, 509

sustaining technologies, I27Swatch, 1.44-145

SWOT (Stlengths, ìleaknesses, Opportttnities,and Threats) analysis, 9,350-351, 351,362,407,435

Sydney, 216-217, 355-356Sydney 2000 Olympics, 218-222syrnbolic capifal,4OTsyrnbolic power, J63

T-Mobile UK, 41

tacit knowledge, 107-108, 359, 368, 37O

Takeuchi, H., 107-108, 370Tallrnan, 5.8.,162Tanev, S., 234-235Tapscott, D., 150

Tata Motors Ltd, 48taxi industry, 99Taylor, F.\f., 72O, l5lTaylor,L.,487technological unceItainty, 166

technologycreation of value an<I,84, 84future of strategy and,504-5O6innovators' diler.uma and, 727 -128as key concept, 16

outsourcing and,187social innovation and, 153

st¡bstitute products and, 55

Teece, DJ.on co-creation of valtte, 151

Dynamic Capabilities and,98,99, 103, 1O4,237on globalization, 236, 237

lesource-based view and, 92Transaction Costs Economics and, 13, 170, I7l

'Íelcos,777-I79television industry, 181-182Teng, B., 2O8-2O9

Tesla Motors, 48Tether, B., 134Thanheiser, H., 255Thatcher, M.,478,483Tbe Theory of Morcr.l Sentim¿¿fs (Smith), 497-498The Theory of tbe Grouth of tbe Firm (Penrose),

10-1113 Days (frln),415-416Tbis Changes Euerytbing (I(tein), 304Thomas, L.G.,51Thornas, R.,362,406

289rnd

598 lndex

Thornpson, E.R., 363Thompson, G., 22!Thornton, P.H.,3633M,340-347Tichy, N.M., 273Ticld, J., 128, 133Time-Warner, 176-177Tiwana, A.,126-1.27Top Decisions (Hickson, DJ. et al.), 420-422Toshiba,204Toyota, 58, 62,133,20Otraclitional company-based elites, 410

Transaction Costs Econolnics (TCE)

applications of, l7O-17 7, 1 7O

case study, 189-190corporate governance and, 281, 282

globalization and, 236-237Inter-Fitm Cooperation and, 193-194overview of , 12-1,3, 161-168, 166, 374p|oblerns with, 17 7-17 3vertical and horizontal integration in, 16l-762,

164,1.67-168, 173-180transaction frequency, 167tlansactional leadelship, 377tt'ansfer plicing, 1188

transferability, 95, 706transforming, 98-99, 100, 1OO, 102

transnational social spaces, 404

transparency problem, !!trâsnsformational leader:ship, 37 7 -37 9Treacy, M., 68trial and error, 132-134Triurnph, 124Trump, D., 37 O, 379, 38O, 1t87 -488tutll,357-358Tsekoulas, G., 147

Tsotrkas, H., 30, 107, 354Tsui,4., 268

Turner, S.,350n1Tnshrnan, M.L,,144Twitter,2l3

Uber, 99, 234,484trmbrella strategy, 3 19

unbundling, 131

trûcertainty, 165, 1,66-167, 768- 169, 422-423trnconnected stra.tegy, 319unit cost econornies, 83,84, 84United Nations (UN), 506, 509United Nations Conference on Trade and

Developrnent, 231United N¿tions Global Compact, 303United Parcel Service (UPS), 197-198The UPS Foundation, 197-198unY, J., J51tUseern, M.,288,406IJzzi,8., 171,21,4

Yaara, 8., 177, 355, 357, 359 n2, 362, 363-364,365-366,444

valuecaptlrre ot,89-90, 100-101, L00, 102-103co-creatior'ì of , 71.8, 149-751cÍeation of , 83-85, 84, IOO-1O1, 1OO, 102-103definitions of, 18, 81-83portfolio approach a¡d, 496

strategic alliances and, 20O-2O2

value added, 82value appropri ation/ c ptLtte, 92valtre chain, 67-68,85-89, 85,171value for money, 8!van der Panne, G., 118

van Klieken, R., 380, 382-383Van Marrewijk, A., 175, 176-779, 405Vanhaverbel<e, W.,204Valgo, S.L., 734-135vente-privee.cot.u, 70Verdict Research, 20

verrical integration, 41, 1,61-162, 164,

167-768,173Vidal, M., 186

Viénot Report, 275

Virgin, 381uirtù.,424Yisa,'l-26Voll<swagen, 501-5O1tvolume uncertainty, 166

Vossoughi, S., 173

VRIN (v¿luable, r'are, inirnitable and non-snbstitnta bl e resotr rces) nodel, 9 4-9 5, 96 -97,98, r03,237,250,488

'Wachs, M., 347Wal-Malt, 25-27,62Walker', 8., 183'Walker, G.,,766Wall<er, R., 183

Wall Stleet, 476

Walt Disney Corporation, 157-159Watelrnan, R., 330Waters, J.4., 213, 318-319, 466

wave theory, 478

Web 2.0, 99Webet, D., 166

Weber, M., 382Weber, R., 7L-78Weick, I(.E., 133, 220, 375, 33O, 333436Weill, P., 127

Weinstein, O.,134,748'Weizsäcl<er, E., 304Velch, J., 186rùfenger, 4., 381Wernerfelt, 8., 11, 92, 97'West Point (Urrjted States Militâry Acaderny),6-7, 7'Wlìittington, R., 255, 354, 356, 5O1t

ìíhirtle, A., 338, 37 3-37 4, 43r-433, 463, 47 2-47 3

wicked çtroblens, 25-27ìfiersema, F., 68Wikipedia, 151\ùí¡illiams,4.D., 150

Williamsc791t,

WilLnott,Wilson, tWilson, tWinfre¡ t

Winter, S.

WinterkoWired Q¡wirtz, B.rwisclorn,rvittgenst

WooldridWorld BaWo¡ld Co

DeveThe Worh\üorld \ùfla

Woznial<,rùØray-Blis

Might, C

I

lndex 599

3

'Williamson, O.E., 8, 13, 16J.,763-L67, 170-177,r94,236

'willmorr, H., 297, 342-343, 365, 4r2Vilson, D.,420-422'Wilson, D.C.,367,368'Winfrey, O.,35-36rVinter, S.G., 83, 90, 98Winterkorn, M., 5O2, 5O3

Wired, (nagazine),13L'Wirtz,B.V/,, 145wisdorn, 335-336'Wittger-rstein, L., 297, 342Wooldridge,^A.., 232

World Bank, 304,505World Commission on Environment and

Developrnent (IøCED), 506Tbe World is Flat (Fiednan),251-252Vorld'ùlar II,483-484Vozniak, S., 380Wray-Bliss, E., 4!!Wright, C.,304

Yahool ll2-114Yanagisako,5.,232Yang, J., 1.1.2-113Young, G., 51Ytrnus, M,, 1.52-753

Zalteer,5.,256Zahra,5.,277Zaloorn, C.,500-501Zander,1.,l5],Zandet, U., 105, I5l, 237Zata,2O-24,8O-87Zbaracki, M.,287Zeirlin, M., 4O9

Zennströrn, N., 64Zhang, G.,268Zingales, L.,282-283Lizeu, s,,483,484Zolle;H.M.,468Zueva-Owens, 4., 177

Zukin,5.,495

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