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Los Angeles I London I New Delhi
Singapore lWashington DC I ¡,4êlbourne
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Con4?an,
About tb,
Acknoul,
Publisbe
1
2
3
4
5
6
7
8
9
Strat
Stran
Stral
Strat
Stra'
Strar
Stra
Stra
Stra
10 Stra
LL Stra
12 Stra
L3 Stra
Glossarl
Referen<
British Library Cataloguing in Publication data
A calalogue record for this book is available from
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Index
BRIEF CflNTENTS
tle and
xlr
Conxqa'nion Website
ch or
About tbe Autbors
xiii
Aclenowledgements
P ub I i s b e r's Ac kn oule d'ge m e n ts
xvi
XV
)r the
ation
,orby
f the
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tn
)opyright
outside
ted
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.GE.
ately
AGE.
'site for
mtsston
rweitzer,
1
2
J
4
J
6
J
8
!
Strategy:Theory and Practice
1
Strategy, Competitive Forces and Positioning
38
Strategy, Resources and Capabilities
79
Strategy and Innovation
tt5
Strategy: Make or Buy?
160
Sttategy, Inter-organ izational Cooperation and Alliances
rgr
Strategy: Going Global
227
Strategy and Corporate Governance
)'t)
Strategy Processes
3t3
1O Strategy Practice
348
L1 Strategy and Organizational Politics
12 Strategy and Strategic Change
13 Strategy Rebooted: The Futures of Strategic Management
389
Glossøry
References
Index
ards.
-An Introduction
42a
474
518
525
585
j
Stral
Leatt
Intro
Valut
The'
Valut
Asse:
CaPa
Reso
Prob
Dynz
Sens
Rout
I Strategy:Theory and practice -An fntroduction
1
DCs,
1
Refi¡
The
Learning objectives
Introduction
Strategy in theory: Ancient antecedents
Strategy in theory: The classical age of strategy
Strategy in theory: Contenìporar.y perspectives
Strategy as practice
Strategy in practice
Strategy in theory and practice: The limits of strategy
FIow to use this book
Test yourself
Exercises
Case Study: Shabby chic
2
I(no.
3
Sum
Test
6
r3
Exer
17
Case
18
25
31.
32
32
32
4
Stra
Lear
Intrc
Innc
\ù?he
2
Sttategy, Competitive Forces and positioning
Learning objectives
Introduction
Business unit and corporate-level strategy
Indtrstrial Organization (IO) and the Structure_Conduct_
Performance (SCp) approach
Sustainable competitive advantage
Understancling the macro environment
Types of markets
Industly analysis
Another force?
Strategic groups
Strategic action
Generic strategies
Problems with porter,s framework
Blue Ocean Strategy
Summary
Test yourself
Exercises
Case Study: brandsExclusive
3a
Radi
Radi
38
39
39
Innc
40
43
46
I-p
50
53
57
58
Frar
60
Aml
Digi
Innc
Busi
Serv
Desi
Des:
Con
Larg
61.
Velc
68
69
69
70
70
Inn<
Clus
77
Soci
Stu¡
Nati
The
op.
Detailed
3
Sttrtegy, Resources and Capabilities
79
Learning objectives
79
80
Introduction
L
1
)
3
6
1.3
1.7
18
25
37
32
32
32
3a
38
39
39
40
43
46
50
53
57
58
6o
6t
68
69
69
70
70
77
4
Value and sustainable competitive adv^ntage
The value chain
Value capture and creation
Assembling cole competencies
Capabilities, football and strategy
81
85
Resottrce-based view
Problems with the RBV
Dynarnic capabilities
Sensing, seizing and transfortning
Routines and dynarnic capabilities
DCs, value creation and value capture
Refining dynarnic capabilities
The knowleclge-based view of the filrn
I(nowledge management
92
96
97
99
89
90
91'
101
1.02
1.04
SurnmarY
Test yourself
Exercises
Case study: Search engines
105
107
111
111
1L1
t1.2
Strategy and Innovation
tt5
Learning objectives
11.5
Introduction
Innovation as New Product Developrnent
Where does innovation come from?
Radical innovation as cleative destruction
Radical versus incremental innovation
Innovation platfotms
Digital platforrns
Innovators' dilemma and sources of discontinuity
Business model innovation
Lnprovisation, trial and error
Service innovation
DesignJed innovation
Frarning innovation
f)esign science
Constraining and enabling innovation
Large versus small firm innovation
Ambidextrous organizations
Velocity and start-up environ¡nents
Innovation environments
Clusters as a vehicle for innovation
National innovation systems
The co-creation of value
Open innovation and open strategy
Social innovation
1.16
Surnrnary
1.54
11.7
118
11.9
727
1.24
126
t27
128
r32
134
136
139
L40
r47
L42
744
t45
r46
1.46
748
149
757
1.52
Contents
vii
viii
Detailed Contents
5
Test yourself
Exercises
755
Th
1.55
Case study: Pixar and Disney
1.56
Strategy: Make or Buy?
160
Mt
Mt
Mt
Mt
Learning objectives
Introduction
To make or buy? That is the question
160
Transaction Cost Economics (TCE)
\Øilliamson and TCE
Vhen to make ancl buy?
Applications of TCE
Problerns with TCE
Vertical and horizontal integration
The importance of culture in horizontal integration
Integrating cultures after. horizontal integration
Outsourcing
Outsourcing throtrgh hybrid tempor.ary contracting
Problems with outsoutcing
The political econotny of outsourcing
Surmnary
Test yourself
Exercises
Case str,rdy: Big data
Th
Mt
1.61.
Su
1.62
Mr
Th
GI
Th
763
1.64
168
770
Ch
1.71.
Su
1.73
Te
774
176
180
181
1.83
Ex
Ca
8St
185
Le
r87
In
188
188
Or
189
A¡
C(
Pr
6
Str ate gy,
Inter-organ izational Cooperation and Alliances
Learning objectives
Introduction
Strategic alliances
Creating value through partnerships
Difficulties with strategic partnerships
Alliance otganization - contractual agreements and governance
Joint ventures
Managing strategic alliances through different stages
Strategic networks
Alliancing
Summary
Test yourself
Exetcises
Case study: Menagerie'
7
19r
C(
797
St
1.92
El
1.95
Cr
200
Cr
203
204
206
207
Sr
T(
E:
21.2
C,
21.7
222
223
223
224
Strategy: Going Global
)'r-f
Learning objectives
))'7
Introduction
Globalization
228
229
233
233
235
Gloï>alization: Critics and fans
Businesses boln global
Multinationals - the agents of globalization
Cr
9
Sr
Lr
Ir
A
F
N
À,
A
S
S
S
P
Detailed
Theory of the MNE and FDI
Multinational strategies
Multinationals and the politics of ernployment
Multinationals and centre-periphery power dynarnics
Multinational rnandates
1.55
755
1.56
160
The politics of mandates
Multinational 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
160
L61.
L62
763
764
168
770
171
173
774
SummarY
Test yourself
Exercises
Case study: Infomedia
1.76
180
181
)te
237
241.
243
244
246
246
249
251
25r
253
259
263
269
269
269
270
Strategy and Corporate Governance
)1)
1.85
Lealning objectives
187
Introduction
Origíns of corPorate governance
Contetnporary col'pol'ate governance
272
273
274
275
183
8
188
188
189
Agency theorY
Problerns with corporate governance ancl the
shareholder,/stakeholdel value debate
Corporate governance, the boardroorn and strategy making
Strategy in practice in the boardrootn
Emergent topics in boatd research
Cornparative colporate governance
Corporate codes of ethics
corporate social Responsibility (csR) and col'pofate govefnance
79r
1.91.
192
1.95
200
203
204
206
207
2'J.2
217
222
223
223
224
227
227
228
))o
233
233
235
9
all
281.
283
287
288
289
296
303
Surnrnary
306
Test yourself
Exercises
Case study: Microsoft's ethics
307
307
308
Strategy Processes
3L3
Leal'ning objectives
313
Introduction
Against rational planning: Strategy as emergent and grounded
Five errors of strategic managelllent, accolding to Mintzberg
Mintzberg's five Ps of strategY
Mintzberg's methods
Andrew Pettigrew and process approaches
Strategy and learning processes
Strategy and cultural processes
Sensernaking
PLocesses and wisdom
31.4
315
320
321
323
324
327
329
332
335
Contents
ix
x
Detailed Contents
Strategy stories
Or gani'zational storytelling
Stories as fonnal nar-ratives
Discourses as storying
Summary
Test yourself
Exercises
Case study: HS2
1O Strategy practice
Learning objectives
Introduction
Strategy as practice
Three ways of viewing practice
\ùØhat clo strategists
do?
Strategy as practice, in questions ancl answe¡s
Surnmary
Test yourself
Exercises
Case study: Ar-ticulating vision
11 Strategy and Organizational politics
Learning objectives
Introcluction
Machiavelli
O r ganization al politics
Strategic interests
Powel relations and alliances
Multinationals and subsidiar.y politics
Business elites
Forms of elite capital
Resisting elites and changing strategy
Strategy and decision-making processes
Making decision-rnaking processes more realistic ...
Decision-making processes: The Cuban Missile Crisis
Power in decision-rnaking
Power in non-decision-making
Types of decision-making
Paradoxical decision-making
Temporal paradoxes and consistent inconsistency
Back to Machiavelli
Bach to strategy
Summary
Test yourself
Exercises
12
336
337
\lh:
341
Tvp'
Imtr
Lea
342
343
344
344
345
(
The
The
Sun
348
Tes
348
Exe
Cas
349
350
352
354
356
384
385
385
386
389
389
390
392
396
398
402
403
405
406
13
Strr
Lea
Intr
Cot
Tht
Aft,
Fol
Crir
Pre
Thr
Mo
Stl
Rel
Thr
Sul
Tes
Exr
Car
4J.0
472
Glossa¡
41.3
Referet
475
Index
4ß
1t77
420
422
423
424
425
425
1t26
Case study: The Australian Broaclcasting Corporation
426
427
Strategy and Strategic Change
428
Learning objectives
Introduction
'ùøh
428
429
r
Detailed
E
ß-
336
337
rù(/hat
I
does strategic change occur?
Types of change
.ùØhy
341
Implementing change
342
343
344
344
345
Leading strategic change: Sensemaking, symbolistn,
communication
The role of rnetaphors and stories in strategic change
The politics of strategic change
SummarY
Test yourself
Exercises
Case study: Strategic change at FitCo
34a
348
349
350
352
354
356
384
385
385
386
389
389
390
392
396
398
402
403
405
406
is strategic change?
t3
430
434
444
446
452
457
462
468
469
469
470
Strategy Rebooted: The Futures of Strategic Management
474
Lealning objectives
474
475
477
480
483
484
489
493
495
497
Inttoduction
Context
The discourse of strategY
After the war was over
Follow the tnoney: Stlategies, salaries and performance
Crisis, what crisis? The present ancl recent past of strategy
Prefiguring thc cul'rent crisis
The future of strategy: Old wine in a new bottle?
Moral sentirnents and strategy
Strategy and the
V'\)Ø
emissions scandal
501
Rebooting strategY
The state and sustainable strategies
504
Sutnmary
515
Test youlself
516
Exelcises
Case study: Australian coal mining
516
517
51r
4to
41.2
4t3
41.5
4L6
41.7
420
422
423
424
425
425
t+26
426
427
425
428
429
Glossary
I?eferences
Index
518
525
585
Contents
xi
ge'
ABflUT THE AUTHÍIRS
stewart clegg is Professor of Managernent and Research Director
of the centre fot organization and Management studies at the
university of rechnology, sydney Business school. For over forty
years he has been extremely active in teaching and researching
t
¡
organizations and management from a sociological perspective, in
both Europe and Australia.
His major research interests have always centered on power
relations in organizations and in theory. He is the author of many books, inciuding
Strategy: Theory and Pra.ctice (2O11), a further collaboration with Martin t<ornbergerl
amongst others, as well as being the editor of a great many volumes, including ihe
award-winning Irand.book of organiza.tion stud.ies (2006). He has published many
articles in leading journals such as the Academy of Management ReuieLU, Organization
Science, Organization Studies, Administrøtiue Scíences
Quarterly,Journøl of politicat
Pou'Eri Hurnøn Reløtions, Organization and the Journøl of Mcr.nøgernent Studies.
Stewart seeks to be the embodirnent of the potential of the sociological imagination to illuminate social reality. To this end he has tried, with his co-autirors, to Ãake
understanding management and organizations relevant, accessible and stripped of
pretension.
you go
I on the
axt)
ped to
tegy2e
rg
s, and
ching
Jochen schweitzer teaches strategf Innovation and Entrepreneurship
and is the Director of the MBA Entrepreneurship at the urs Business
School. He is also Research Strearn Leader for strategy and creativity
at 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, Management
Consultant, P¡oduction- Planning Engineer and Cultural program
Coordinator. His research, teaching and consulting focuses on issues
of strateg¡ collaboration, entrepreneurship and innovation with a special interest in
design thinking, urban planning and open innovation
Andrea whittle is Professor of Management at Newcastle university
Business school and previously Head of the strategy, organization
and society Research Group. Before joining Newcastle university in
201'3, Andrea held a chair in organization studíes at cardiff university.
Andrea started her academic career in Natural science, then did a phD
in sociology in the field of science and rechnology studies and since
then 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 doctoral
tesearch, she was fascinated by the social, political, maÍerial and discursive processes
through 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,
xiv
About the Authors
applying organization theory and social theory to the study of strategizing processes
in a range of contexts. Her more recent work has included longifudinal ethnographic
research on a strategy project team in a Multinational Corporation and work on how
top managers account for their strategic decisions following crises and scandals. Central
to all her work is a concern for understanding how discourse and power are implicated
in all forms of organization - of which strategy is not an exception but an exemplar.
Christos Pitelis is Head of Brunel Business School and Professor
of Strategy and Sustainable Competitiveness. He co-founded, and
for twenty years directed the Centre for International Business and
Management (CIBAM) at both the University of Cambridge, where
he 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 of
Technology Sydney among others. He has published extensively in leacling Strategy,
Organization and International Business journals, single-authored and with the leaders
in these fields.
Stewart
Kornber
retiring
of Chris
rnttch-re
attributa
with gra
'W'e
¡
Kirsry
St
have ber
Stev
the drafi
Organiz
Technol
Danielle
Spender
)focesses
ogfaphic
on how
;. Central
oplicated
:mplar.
tfofessor
led, and
ness and
e,
whete
of Bath,
usiness.
alifornia
'ersity of
Strategy,
: 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 contlibution
of 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 contribution
with gratitude'
We also wish to acknowledge the support and encouragelnent for this project of
Kirsty 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 of
Technology 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.
:quisitiorì
t
Journal,
pabilitie,,
:e in stra_
ired conr_
ion oJ'the
Acaderny of Managetnent, 73-14
Academy of Management Journal (jottrnal), 14-1.5
Acadenry of Management Reuiew (jotrlnal), 14-15
acculturatlon, I />-L /o
additive strategic change, 459-460
adhocrac¡ 213-2L4
Adnx¡nístratiue S cíe n c e Qr ørlerþ (j oumal), 1 4- 1 5
agency cost,279
agency rlìeorf 186-187, 276-281., 290, 48O
aggregatiqn, 106
agile orya$izations, 99
Airbnb, 23þ
ailline indirstry, 51, 60, 201-202, 402
Alchian, A.lþ,., 281, 282
Atdi,62,68,404
Alexander VI, Pope,393
Alibaba, 113
Alice in Wonderland (Carroll), 3
Allergen,466
alliance-buildir:'g games, 399
alliance capitalistn, 193
alliance governance, 204-206
alliances. .t¿¿ strategic alliances
alliancing, 217-222
Allison, G., 415
Alvesson, M.,484
Arnazon, 127, 126, 128, 234, 488-489
Ariño, 4., 205
Arrow, KJ., 163
Artlrur Andelson, 381
Aslrforth, 8.8.,467
Aslrwell, R.,32-37
Aspiritech, 306
asse.t speciÊcity, 13,56, 163,765,167 '
,
assigned arl'angeltìents, 206
assiurilation, 175
AstraZ\eca,466
A.T. Kear)¡ey, 495, 496-497
AT&T, 50 '
Atl<inson, M), 507-508
Atlânta Syrnpl\ouy Ofchestra, 442-443, 456
Atlassian,234
attractiveness, 59
.
Attdi, 58
Augier, M., 140
Aulil<, J., 495-496
Aussie Cornnrercg Gtou¡r, 77
Arìstralian Broadcasting Corporation (ABC),
471.,427
Arrstralian Musetutt, 224-226
Anglo Arnerican, 517
Anguela, R., 146
Ansoff, H.I., 9-70, 3I5, 316
automol¡ile indr,tst|Y
arnbidextrous organizations in, 144
globalization and, 27 O-27 L
innovation and, 124-725, 733
joint ventures a:nd,2O6
as mature industfy, 48-49
outsout'cing and, 180
strategic alliances and, 2O3-2O4
stÍategic groups in,58
trade unions and,57
VW errrissions scandal ¡nd, 507-504
TIce Awakening Gi6,nt (Pettigrew ),324
APN News &Media,77
,A-relrod, R., 193
anrbidextrous organizations, 744-745
Anrerican Civil war (1867-1.86Ð, 6, 7
American Online (AOL), L76-177
Anderson, C., 131
Andrews, K.R., 9
Apple
celebrity and,38l-382
designJed innovation and, 1.36
digital platforms and, 1.26
globalization and,232
innovation and,74l
lPod and,94
outsoul'cing and, 187
product leadership and, 68
strategic alliances and, 200
Appleyard, M.M., 151-152
appropriability, 106
arbitrage, 228-229, 240-241
Argylis, C.,328,37O
Bachrach, P., 418
Baclen-Fuller, C., 12!
Badlrarrr, R.,397,463
Baigorri, M., 20
Bain, J.S., 41, 89
Balogun, J., 43O, 442,452453,457
Banerjee, S.8., 305, 510-5ll
Bang & Olufsen, 62-63
Bansal, P., 506-107
Bantz,M,,478
Barber', E., 28
ßarclays,299
Ilarings Bank,299
586
lndex
Ballow, J,P, 1.12
Batnett, W., 41t
Bar.ney, J.8., 92, 96, 98, 799, 237, 331
Barry D., 340, 358, 363, 458
Bartlett, C.A,,238
Bartunek, J.M., 4tt4-445
B^teson, G.,329
Bauerschmiclt,4., 58
Baunsgaard, V.V.,443
BCG rrratrix, L6, 45,351, 401
Bear Stear.ns, 279
Beckharn, V,, 379, 380, 387
Bednar, M.,438
behavioural theory, 8
behaviout'al utrcer.tainty, 166
Bendix, R., 295
Benetton, 22
Berfield, S., 20
Berle, AJ., 274-275
Berrone, P., 278
Berry, J.V., 175
Bessant, J., 128, 133, 147
Betaphar.rn, 306
Bezos, J.,
488489
Big Data, 1,89-1.90, 505
Tbe Big Sbort (fiLn), 490
Biggaf t, N.U/., 295-296
Bilcl Am Sonntag (newspaper), 503
Bild Zeítung (newspaper.), J0J
Bill and Linda Gates Fourclation, 25
Bing, 113
Birkinshaw, J., 83-84, 1,47, 1,51,,246-247
Bitcoin, 128
brandsExclusive, 7 l-78
Blanson, R., 379, 380, 381
Centre for CorPora
Brazil,253,26O
BRtCs,259-269
BlidgeClimb, 103
Blitish Airways (BA), 402
Britislr Petroleurn (BP), 21,3-2t4
Brown,4., 137-138
Cespedes, F., 459
(ccsc),324
cbaebol,289
Chaktavattqt,P.,4)
Chamberlin, E.H., {
Chandler,4.,8-9,
.
Chanel, C.,72
Brown,4.D., 363
Channel,62-63
Buchanan, D., 397, 463
Btrckley, P., 236, 237, 239-240
btrdgeting garnes,399
Btrnch, D.S., 42
Buono,,4..F., 175
bureaucracy, 213-274
Channon, D,,255
Bulgelnran, R.,4.., 320
Burger King, 68
child, J,, 268-269
Cllin^,261,263-21
Burns, R., 390
ì(r, 2!
China Securities a
(csRC), 289
business elites, 405-472
chittipeddi, K., 45
Bus¡ness Etbics (journal), 199
Bt tsíness Ethics Quarterl? (journal), 499
Business Model Canvas (BMC), t29-131, 129
Clroo, J., 275-276'
Br-rsh, G.
Charan,R.,273
charismatic transf<
Chery,48
Chesbrough, H.\ùØ.
clria, R., 32O,364-
Chrisman, JJ', 58
Christensen, C., ll
Chrysler, 58
business lnoclels, 728-131, 1 29
Btrsiness Process Reengineering (PpF.), 452
brrsiness schools, 7-8, 494
business unit stlategies, 39-40
Butler, R., 420-422
buyer power', 54
Ciceto,392
Ciofñ,J'W.,273
Cisco, 192
civil disobedienct
Clarl<, K.8., L41
Clausewitz, C. vo
Clegg, S.R., 217,
BYD Auto, 206
Cadbuly Repott,275
Cadogan, A.,216-217
California Public Employees Retirernent
:
408,443,44Í
Climate AdaPted
clustels, 146-747
coal mining, 517
Coase,R., 12-13,
coasting, 138
Blacl<berry, t36
Blair, M., 282-283,5I2
Blai-f,T.,391¡
Blockbuster, 18, 434-435
Blue Ocean Strategy, 69
BltreScope Steel, 97, 110
BMIø, 5S
boalclroom and boar.d l.esearch, 283-2g9
The Body Shop, 65
Boie, D.M.,337
Bolancl, P.J.,I37
Bollarrd, M., 20, 767-1,68
Campbell, J., 364
capabil ities. S ee ot ganizational capabil i ties
capability-buil cl ing, 2OO -2Ol
CctÞíttil (Marx and Engels), 1185
Caþitcilisnx, Sociøtlism and Dem.ocrcr.cy
Coca-Cola,23f
Coclt,L.,465
codes of ethics,
(Schurnpeter),11p
Cappelli, P., 257, 26t-262
carbon tax,511
cognitive maPs,
Cohen, M.D', 32
Boln.rarr, L,G.,373
Carlsen,.A., 360
ColloPY, F., 137
Calnegie,.¡\., 380
Carnegie Foundation, 7-8
collusion, 5L
combination, 10
communication,
Booz & Company, 48
Botgia, C.,393
born-global frtnts, 233-2j5
Bosch, 502-503
Boston Consulting cror¡p @CG), 12, 44-45
bourrded rationality, B, 13, I4t, 164-1.65, 4j,2_413
Botrqtret, C.,246-247
Borrrdien, p, 350n1, 363,406-408
Bowclirch, J.L., 175
Bowne, 8., 4!p
Braclach, J.L., 168
Blaithwaire, J., 511r
Branclenburger,,¡t.., 57
Blands4friends .cle, 7 I-7
2
System, 275
Canillws, J.C.,25-27
Carnpbell,4., 106
Cofl
Cognitiue Edge (
Collingriclge, D'
Carney, M.,265
Catpenter, C.,447
CornmunitY Inn
comparative coi
Catroll,B,,377
comPetencY tra
Carroll, L., J
Carrer, C., 354, 4BO, 486
colrpetitive ad]
rypes of, 61,
value chain a
Cascio, W, 210
Cassorr, M.C,,236
Castells, M.,216
Castro, F., 415-4L6
Catmtrll, 8., 1.56, 1.58
celebr.iry 379-383
centr¿lized hul>s, 238-239
:
R.W., 83
r
See also sttsta
Comqetitiue Stn
cotnpletnentots
i;
:l
È
!ì
ü
comPlements, .
cornPlexitY, 2!-
lndex
Centre for Cot'porate Strategy arrd Change
(ccsc),324
Cespedes, F., 459
cbaebol,289
ChakravarttY ,
P.
4)2
,
Chamberlin, E.I'I', 8
Chandler, ,A.., 8-9'
Chanel, C.,72
17O,
25r, 255, 274, 3r5' 316
Channel,62-63
Channon, D', 255
Charan,Ii.',273
charismatic transfortn¿tion, 45O' 450
Chery, 48
Chesbrough, H.'ù(/., 131, 1'57-1'52
Chia, R., tto, 364-365, 423
child, J., 268-269
china, 261, 263-269, 419. see ¿/so BRICs
China Securities and Regulatory Cornmission
1ç5¡ç), 289
Chittipeddi, K., 453-456
Clroo, J., 27 5-27 6, 289-293
f,
t,
129
,452
Chrisman, JJ., 58
Clrristensen, C.' 1'27 ,299
Chrysler, 58
Cicero,392
Ciofß' J.w.,273
Cisco,192
civil disobedie ¡ce, 493
Clark, K.8., 141
Clauscwitz,
Clegg, S.R',
C
von, 5-6, 5
2r7, 278-222, 3o}-3o3' 355456' 357'
408,443,448
(CAPS)' 138-139
Climate Aclapted People Shelter
cltrsters, I46-t47
coal rnining, 517
coase, R., lz-t3, t6t,163, 168,193-794,282
coasting, 138
Coca-Cola,231
ties
Coch,L.,465
codes 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,2I0
competitive advantage
types of, 6t,61,66
value chain and, 85
(SCA)
See also sustainable competitive aclvantage
(Pot'ter),
I
l'-12
Cornpetitiue StrategS,t
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
(IFC)
.oopá.u,io.r. Se¿ Inter-Film Cooperation
1'
192-193
17
coopetition,
coorclinated fedetation, 238
coordination, 106
corbett, R., 286
core competences, 80-81, 90
Coriat, 8., 148
Cornelissen, J, l'., 459-460
corporate governance
27 6-281, 29O
agency theofy
^nd,
case studY, 308-312
codes of ethics and, 296-303, 308-312
comParative view of, 289-296
contenlporary scene aud, 275-277
context of,273-274
corporate social responsibility and' 303406
em;rgent topics in boarcl research a¡d'288-289
origins of, 274-275
in plactice, 287-284
problerns w itl't, 287 -283
,,r.,.gY rnaking a¡d, 283-286
social Ãsponsibility (CSR), 303-306
corPorate sovel'ei8nty, 5 13
.o.p.,r.ä
col'porate
stt ategY, 39 -4O
Cotþorate StrategJ) (Ansoff), l0
correctness, 357-358
Cotrs Charnbers Westgatth, 441
corruPtion, 264, 5OI
cost làadership , 61-62, 61 , 64, 65, 66,
89
cost of entrY, 59
C o s ta C onc o rd¡
Cottrpassou,
6 (sh,i P), 3O1-3O3
D,
4O9, 417, 466-467
Cray,D',420-422
Creative, )4
creative destrttction, 719-121
creativicY, 16,102
Crenson, M.,4I8
Crouch, C., 495
Ctrban Missile Crisis (1962), 415-4ß
ctrlttrlal integration, 77 5-17 6
cttltttre
delìnition 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., I24
customer intirnacY, 68-6!
Cyert, R.M., 73,83, 161', 165
Czarniawska, B'' 337 -338
'
437
587
588
lndex
Daellenbach, U., 15-17
Dainler,206
Das, T, 2O8-2O9
D'Aveni, R., 51
Davis,4., 4a5-486
Davis, G.F., 187, 288, 479, 484
Davis, M., 132
Davis, S.M., 239
cle Cock, C., 461
de La Ville, V.1.,457
de Onzoño, 5.L,494
Deal, T.E., 33O,373
decen tlalized fecletation, 238
decision-rnal<ing plocesses
Cuban Mìssile Crisis and, 415-46
non-decision-r.r-raking ancl, 417 -42O
overwiew o1,412-1t13
as paradoxical, 422-424
powel in, 416-417
as realistic, 413-415
types of, 42O-422,421
deculttr¡¿tion,
17
5-
17 6
delegated alrangements, 206
deliberate strâtegy, 317 -318
Dell, 28, 64, 66, 67, 68-69
del¡and,
1rl
democracy,476
Dernserz, H., 92, 193, 28I, 282
deployment, 152
design attitucle, 1Jl
desigrr-led innovation, 136-747
design science, l4O-141,
design thinking, 137-138
DesJardine, M., 506-507
dot.com collapse, 491-492
double loop lealning, 328
Dotrgherty, D., l4O-742, L43
Douglas,J.,413
Downing, J.H.H., 492
Duarre, N.,363-364
Dukerich, J. 8., 1156
durnbsizing, 368
Dundon, T., 4L!
Dunning, J., 193,237
Dtrnphy, D.C., 444, 450-457, 45O
durabiliry, 95
Durisin, B., 277
Duttorl,J. E.,456
Duysters, G., 201r
Dyas, G.,255
Dyer, J.FI., 208
<lynarnic capabilities (DCs), 83,
exogenou
expertise
explicit kr
Exploring,
externalizr
Ezzamel, I
Facebook,
Fagerberg
Fairhulst,
Fama, E.F.
familial
ca
Fascism,
4
Faulkner,
FeclEx, 62.
97
-105, lOO, 237
East Asian hybrid capitalisnt, 295-296
East India Cornpany, 231t, 1t29-43O
eBay,64,126,728, 151
Eccles, R.G., 168, 1.72
ecological model'nization strategies, 3O4-3O5
economic neo-liberalism, 47 6, 484-488, 499, 573
econornic rent,43-411
Econornics of Goocl ancl Eull (Secllacek), 480
7he Econo m.ist (newspaper), 252
Eisenberg, H., 368
Eisenlrardt, K,, lO4, 145, 287
Eisner, M., 157
Elrnes, M., 340, 358, 363, 458
embedded mobiliry 409
emergent strâtegy, 3I7 -318, 3 1 8, 466
ernefgent theory,323
EMI,90,103, r19
Fenton, C.
Ferrer, Q.,
Ferrill, ,4..,
Fiat,2O3-',
Filo, D., 1.
Financi¿l I
frnancializ
Fisse,
8., !
Firco,462
Fitzgerald.
Five Forcer
Flerning, I
Fligstein, I
fluid decis
fluidity,
14
Flyvbjerg,
focus,6L,
detaclrment, 320-327
cler,rteroJearning, 329
Deutsche Telekorl, 41
Deverall, D.,1,O4-lO5
Devinney, D., 386
EÍtirates,1rO2
forcecl evc
Ford, 58, 2
Ford Foun
Ford Moto
Foreign Di
emotions, 359
errployee voice, 4 l)-42O
formalizati
dictâtorial tlansformation , 45O, 45O
ernployees, 57
fortuna,
1t
ernployment, 21tl-243
enclogenous innovation, 267
Fortune
(r.
Diefenbach,
T,
418
diffelentiation, 6 l-65, 6 1, 66, 84-85, 89, 424
cligital networl<s, 2 !5-276
digital platfolrn s, 726-1.27
cligital tlansforrnation, 126-1.27
DiMaggio, PJ.,2r5,495
262,2
Foucault, I
Foxconn, ,
energy,141.
Engels, F., 485
fracking,
Bnron,299,381
3
Frame Inn
framing, 1t
disluptive technologies, 127 -128, 189-190
diversification, 41., 59-60, L6l-762, 25 1
(livestnìents, l6
division of labotrr, 321-322
entrepreneufial stl'ategy, 318
ent¡y barriers,55,89
environmental rnodelling, 15
Envit'onnrental Protection Agency (EPA), 50 1-502
equily alliances,205, See also joint ventures
equity joint verìtures (EJVs). Se¿ joint ventlrres
Erilcsson, P.,355,365
Dogan,M.,406
Erkann,N.,444
Freedrnan,
Freeman, (
Doig,
Esser, D.8., 299
freemium,
disciplinary power, 412
discotrrse(s), 342-3tt3, 480-483
S
J., 184
Domino's,28-2!
Ethisphele, 308
Donaldson, L., 369-370, 438, 496
ethnocentt'icism,
Dooney, H.,21,1.-21,2
Eucaþptus saligna,147
Dörrenbächer, C., 241
Dolst, I(., 139-140
Dosi, c., 90, 98
European Union (EU), 41
evoltrtionaly change, 444-446
(new.s
Franklin, I
Fteedman,
French, J.I
Frieclman,
Fliis, J., 64
231.
Etrropean Cornmission (nC¡, t¡1,
France Tel
Die Frank
31,
Fujimoto,'
functional
functional-
lndex
exogenously introcluced innovation, 267-269
expertise games,399
explicit knowledge,
-1O8, 368
Erploring Strategíc Cbange (Balqgun ancl Haleþ,43O
extelnalization, 108-109
Ezzamel, M., 342-343, 365
Gallagher', M.8.,266
Gallouj, F., 734
game theory, 193
Gamnelgaard, J.,24J
garbage can,4l4
Gates,8.,25, 381
fantilial capitalism, 292, 294-295
Fascisn-r, 483
Fatrlkner, D., 106
FeclEx,62-63
Fenron, C.,363,365
Ferrer, Q., 20
Ferrill,,A'., 3
Gates Foundatiou, 25
Gates, L.,2J
Gawer, A.,724
Gehry, F., 722,136-137
Genefal Motors (GM), 58, 744,
Financial Times, 126
nancialization, 494-495
fi
8., 514
99,513
Fifco, 462, 470-473, 471
Fitzgerald, M.,726
r80
Five Forces Model (porter), 76, 53-j7 , 54, 66,66, 435
Glaser,8.,323
Fleming,4,,411
Glass-Steagall Act, 490
Fligsrein, N.,
27 5-27
6, 289 -293
Global Financial Clisis (GFC)
autornobile inclustry and, 48,
fltrid decisions, 427, 4Zt
fluidiry, 140
Flyvbjerg, 8.,346, 347, 356-357
globalization and,235
For'<l, 58, 203-204
overview of,489-1t95
Shabby Chic and,36-37
inn<¡vation and,
Fold Foundation, 7-8
Ford Motor Company Ar¡srralia, 270-271
Foreign Dilect Investlnent (FDI), 231, 236-237,
262,266
forrnalization, 320-327
fortuna,424
Fortune (magazi¡e), 381
Foncault, M,, 342, 350n1, 4Io, 472
res
1.5'J.
strategic managernent and,
47 5-47 6
Global Reporting Initiative, 303
glob^liz^tion
boln-global fir'rns and, 233-235
BIìICS and, 259-269
bt¡siness elites and, 405
case study,270-271.
critics and fans of,233
(D or
franing,459
tI-502
1.44
causes of, 478
corporate govel nânce and, 278-279, 299
focus, 61, 61, 64-66, 66, 89
forced evolution, 45O, 45O
Foxconn, 187
fi'acking, 30
Frame Inn ouati on
2OO, 477
general public, 57
generic strategies, 60-67, 61, 66, Bj, 89
geographic alliances, 799 -2O0
Geringer, M., 208
Geroski, P.A.,42
Geyskens, I., 171
Ghemrntat, P,, 22)
Ghoshal, S., 2J8
Giddens, A., Z9S, 350t:t1,51.O
Gioia, D.4., 453-456
Fiat,203-204
Filo, D., ll2-ll3
Fisse,
(Aurik et al.), 495-496
Garfinkel, H., 35On7, 359n2
Fama, 8.F., 277,278, 479
305
1.5
The ltLt.ture of StrategJ)
1.O7
Facebook, 189-190, 2i.3, 234
Fagerberg,J., l18
Fairhr.rrst, G.T,, 459, 468
LOO,237
Fttller, O.,
st),
1
39
-I
40
France Telecorn, 41
Díe l:rønkfurter Allgeneine Zeitutxg
(newspaper'), J0J
Franklin, 8., 16
Freedman, M.,215
Freedrnan, P.,123-L24
Freeman, O.,372-373
fi'eenriurn, 131
French, J.R., 465
Fliedrrran, T.,229, 251-252, 252
Früs, J., 64
Fujimoro, T., 141
functional alliances, 195
fturctional-level strategies, 40
as crrltulal phenomenon, 230-231
definition of, 228
as econor.nic phenornenon, 237-232
as historical phenomenon, 229-230
as hybridization or convergence, 253-259, 2Sa
See also Irrultinâtional enterprises (MNEs)
glocalization, 232-233, 236
Glynn, M.r\., 442-443, 456
Golso¡khi, D., 383
Gornez, l'.Y,,275
Gonzales, L.,28
good business practices, 121
Goods-Dorninant (G-D) logic, 134-735
Google
Big Data ancl, 18p-190
celebrity and, 381
digital platfornß
ancl,'1.26-'1.27
589
590
lndex
Miclosoft and,371
st(ategic processes ancl, 330
as virtual rnonopolist, 488
VRIN lesources and, 103
Goth,J.,44-45
}jolt,R.,423
Gottfredson, M., 181
Gouldner, 1\.U/., 297, 298
governmen ts and gover-nment pol icy, 41', 1'20,
Grahan, D,,345
Honda, 58,133
Hood, H., 83-81r
Glaphics Group, L56
The Gratefr-rl Dead (band), 732-133
1'9 6
horizontal integration, 767-162,
Hoskin, K., 6-7
household appliances, L24
Huawei Technologies, 267
Hulr, G.T.M., 118
human resources, 83, 84, 84
Grcen,J., 132
Hutchison 3c UK (3UK), 4f
Hutron, W., 263, 266, 484
Huy, Q.N., 353
Gulbranclsen, I.T., 505
Gurteen, D.,339-340
gutus,12
Guthey, E., 383
Habermas, J., 475-476, 493-494, 495
habittrs, 1106
Hackenberg, U., 5O2, 503
Hacldock, R., 48
Flailey, V.H., 430
Hamel, G., 1,2, 95, 381, 395
Harnilton, G.,295-296
HaÍdy, C., 359n2, 362, 363, 408
ÍIarf, J., J
Hart, O., 281
Flatch, J.M., 133-734
institì.ll
as key
in larg'
nationr
as Nev
17
SEfVTCC
as socl
velocit
innovatic
Innovati<
innovatic
innovato
InstitLìte
institutio
institutio
hybridization, 152
Hymer, 5.,236,251
institLltio
hypercompetition, 51
integrate
integrati(
integrity,
institutio
Iansiti, M., 125
IDEO, L37-138
ideological modes of ration^lity, 443
ideological strategy, 319
Iger, R., 158
LKEA,62,66-67
Imber, J.8., 406
implementatio n, 246-249
IrnPlementing Strategic Cba.nge (Glundy), 437, 445
imposed straÌegy,3l9
improvisation, 132-734
internal
inte¡nalii
In Searcb of Excellence (Peters and Vatelnan), 330
Intel'natii
Inter-Fil'r
allianc
case st
clefinit:
strateg
20
strateg
<
(rcc
incremental innovation, 121-124, 122
India,26O. See also BP.ICs
Inditex, 20
Industrial O r ganization (IO) approach, 1 1- I 2,
40-43, 53, 58, 165, 193
industry analysis, 53. See also Five Folces Moclel
internati(
Inter:nati,
241,-
Internati'
Inte¡natir
Internet,
(PorteÐ
Internet
inequity, 485-488
Flayel<, F., 476,501
He, D., 169
Infornedia, 270-271
infomeclialies, 52
innovation
ambidextrous organizations and, 744-145
Heimeriks, K.H.,2O4
Helfat, C., 83
Hennalt, J.F., 194, 236-237
Helodotus, 3
hero's journey, 364
Intel, 57
intelligib
rBM,40, 42,192,204
Hatz, \ø., 5O2,503
Hawtholne studies (Mayo), 46Ç465
Hecker,4., 181
Hedltrnd, G,,83-84
open s
as radi
3-180
Hurnphley,4., 9
Huse, M., 287
Guillén, M.F.,292-293
irnpror
Hope,W.,492
Gny,8.,207
Greenberg, D.N., 460
Greenpeace, 3O5, 325-327
Greenspan, A.,492
greenwashing, 303-304
Greve, ÉLR., 398
Grossman, S., 281
Grove,.A., 57
Gruncly, T., 1t37, 444-445, 445, 446
Gr.tcci,62-63
as desi
Hirr, M.A., 209,259
Hive, 153-154
Hobson, J.4., 4P8
Hodge, G., L83
multi-sicled platforms and, 111
Graharn, P., 113
Grarneen Bank Project, 152-153, 306
G¡anovetter', M., 1,72
Grant, R.M., 98, 705-106
innovati(
defrnit
l-righ-velocity environments and markets, 1,04, 145
Hirst, P.,229
Google cont.
Tlte Infhrence of Sea Power u.pon
Hßtory (Mahan), 6
,
Intranet I
irtvestrle
iPhone,
1
iPioneer,
iPod,,94
antecedents ol 118-119
business models and, L28-I31,129
Isazrcsou,
isolating
case study, 156-159
I
in China,266-268
Jachall,
Jacl<son,
Hertz,R.,406
Hesterlf ìø.S., 199
clusters as vehicle 1o\ 146-147
co-creation ofvall¡e and, 118, 149-1,51
constl'aining and enabling factot's in, 141-11t2
Hickson, DJ.,42O-422
High speed 2 (HS2),345-347,346, 346
creation of value and,84, 84
as creative destruction, 719-72I
Jacobs, R
Jacques,
Jarosch,
J
I
Jalzabko'
-F
lndex
to4,
t45
:
Jensen, M.C., 187, 277,278, 478,479
Jcnsen, T., 298
Jolrs, S., 69, 156-158, 363-364, 379, 38O, 381
Jolrnsorr, G., 43O, 437-438, 444-445, 453
joint ventures
innovatiott cottt,
defirìition of, 116
as design-lecl, 136-141
improvisation, 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, 151-152
as radical vetsus increme ¡tal, 127-124, 1 2 2service introvation, 1'34-736
as social, 752-154
velocity and,145
innovation and resource-value creation, 92
Innovation Bay,745
innovation platforms, 124-727
innovatols' dilelnma, 727 -L28
Institute for Mittelstancl Research (lfM), 29 4
institutional entrepreneurship, 146
institutional innovation, 268
institu tional logics, 362-363
ilrstitrìtiolìal theory, 18L, 783-184
integrated netwolks, 239
integration, 775,424
integrity, 141
Intel, 57
intelligibility,
357
as key concept, 16
overview of,2O6-2O7
strategic alliances and, 795, I99-2OO
Transactiolì Costs Economics and,'J-94
Tbe.lournal of Business Etbics (jorrral),
1
23
-358
Inter-Firm Cooperation (IFC)
alliancir-rg and, 277 -222
case stttdy, 224-226
clefrnition and theories of , 1'92-195
strategic alliances and, 77 L-17 2, 192, 1'95-206,
,437,445
nan), 330
207-212,20a, 402-403
strategic networks an<!, 212-217
internal capabilities, P0
internalization, 7O9, 236
International Council on Cleau Transportation
(rccT), 501
1-72,
; Model
Mahan),6
international cLll'rency market, 50
Intefnational Labour Organization (ILO),
241-242,304
International Monetary Fund (IMF), 228
International New Ventures, 234
Internet, 23O, 231-232
Internet of Things (IoÐ,53
Intranet systems, 109-110
I(anter, R. M.,132,447
Ikplan,
S., 360-361
Katkalo, VS., 98, 101
Kay, J',82
Keen,4., 103
keiretxt., 295-296
Kennedy,4.,{., 330
Kennedy, J.F., 41'5-476
Kennedy, R., 415
Kets de Vlies, F.R., 370
I(eupp, M.M., 134
I(eynes, J.M., 395
I(eynesianism, 477, 484
KFC,68
Khan, F.R., 245
I(hurana, R., 381, 383
I(im, I(., 207
I(inr, \rV.C., 69,34O
Kirld of Blue (alburn), 132
King, M.L. Jr'., 363-364
Kjonstad,8.,297
Klein, 8., 163
I0ein, N., 728,3O4
Klein, P.G., 282-283
Kniglrrs, D., 342, 35o, 354-355, 4r2, 452
knowledge, 2, 396-397. See ako social capital
knowledge acquisition, 706, 2O7
knowledge assets, 93
l<nowledge-based organizations, 107
l<nowledge-based resources, 93
iPod,94
Isaacson, W., 6P
isolating rnechanisms, 59
I(odak,18,
ìPhone,232
iPioneer, 778-179
47-142
Kahn, K.8., 117
Kamoche, K., 132
Kang, S.C., 83
knowledge-based view (IßV), 1 05-10 6, I lO, 194'
237,281
Knowledge Cafes, 339-34O
Tbe Knowledge-Creatírxg ConxparxJ) (Takeuchi), 107
¡nvestment alliances, 196
145
4))
Judge, T.4., 4
Judt, T., 483, 497-498
Jullens, J., 48
Jackall, R,,297-298
Jackson, M.,5,297
Jacobs, R., 90
Jacques, M.,263
Jarosch, D.,71-78
Jalzabkowski, P., 353, 354, 36 1, 362, 368' 5oo
knowledge management, 107-110
ll9,I2l
I(ogrìt, 8., lO5, 21O, 237, 241, 256
Kondl'atieffl N., 478
Kot,Y.Y.,94
I(orinc, H., 275
I(ornbelger, M,, 6, 217, 355-356, 357
I(ostova, T., 256
Kotter, J.P., 239, 448-449, 464, 465
591
592
lndex
See rrlso lrultinational
1Í59
mandates
I(raaiienbfink, J., 96, 98
manclates, 244.
Krarrer', M.R., 283
I(retschrrer, T., 181
Mantete, 5., 373-377,
Marceat,J.,1.54
Krvgnan,P.,252
March, J.G., 13, 83, 90, 133, 161, 165, 32o
I(rumay, 8., 306
market nationalisn, 266
marketing alliances, 196
markets,50-52
Marks & Spencer, 18-20, 21-24, 167-168
Kuhn, T.S., 14
labotrl mall<ets, 241,-243
Laine, P-M., 365-366
Langley, A,,363,365
Lanzara, D.F., 1.20 -1,21
Law,J.,354
Lawre¡ce, J.,239
Lawlence, T.8., 360
leadersl-rip, 377-379
Ieaelhtg Cbange (KotteÐ, 448-449
learnin g orgarìizations, 327 -329
Lee, S-Y., 113
legirirnacy, 249-250, 28O, 362, 4O8, 41.5, 493
Lelrnan Brothers, 278, 279, 299
Lehtirnäki, H., 355, 365
Lenovo, 40
Lé¡;inay, Y.A., 4O6n2
Levien, R., 12!
Levy,
A.,445
Levy, D.L., 4O4-4O5
Lewin, I(., 446-447
Marshall,4., 84
Martin, G.,271
Martin, J.4., lO4, 145, 337
Martinuzzi, A., 3O6
Maruti, 48
Marx, I(., 83, 282, 485, 5O7
monopol
Montagnr
Montevet
Moody, J
McHtrgh,l\., 320
McKa¡ 8., 320
McKendrick, D., 44
McKinlay,,A.., 109
McKinsey Global Institute (MGI), 252-253
Maclriavelli, N., 4-5, 4, 392-396, 424-425
Machiavellianism, 4
Mackay,8.,364-365
Maclean, M., 28O, 283, 4lO
nracLo environ nent, 45-49, 48
Madhok, 4., 162
Micklethwaite, J., 232
Mottrinhr
Mueller,
Mueller,
rnulti-div
rnulti-sid
,nLÌltinati
as
^get
câse st
centLe.
conten
definit
legitirr
ofganl
politic,
theory
multinati
multinati
l)lultinati
Microsoft
Bing and, llJ
celebrity anc[, 381
of ethics ancl, 308-31,2
Mael, F,A.., 467
cocles
Mahan,4.T., 6
Mahindra & Mahinclra, 48
corriplelnentors and, 57
digital platfoln s and, 126
rnonopoly and,5O-51
Sl<ype and, 64
Milleq P, 341
Miller, S., 420
Mills, C.Dl., 405-406
Moore, J.
moral se;
Morgan,
Morgan,.
Morgan,
multinati
micro-fl nance, 152-153, 306
rr-ricro-politics, 4Ol-4O2
military strategy, 3, 5-7,
moneta¡i
Mounotr<
strategic alliances and, 21,1,
See also horizontal integration
Me¡ton, R.K., 28
r.netaphors, 333, 359, 459
Meyer, 4.D., 436-437, 438
Meyer, C., 86-88
Meyer, J.W., 298
mobility
Molrison
Meckling, lí.H., 187, 278,478,479
Menagelie, 224-226
Metcecles, 58, 62-63, 68, 5O3
lnergel's and acquisitions (M&A)
calct¡lations for, 59-6O
MacDonald's, 231
Maitlis, S., 360
Malel<zacleh, 4.R., 175
rnalleability, 1,o2-7o3
Mallor'¡ G.,420-422
Mishel, L
Mazda,58
McDonald's, 30, 68, 128-129
as key concept, 16
Mahr.nood, LP., 116
Mahoney, J.T.,92,91t
Mises, L.
Mayo, E., 464-465
Lotris, M.R., 444-445
Lusch, R.F., 134-135
Lush, 65
)5
on stra
Le Monch
vs. ioint ventures, 206
Iulu.com, 13l
on stra
rìratrix or ganizatio¡s, 239
Manborgne, R.,69,34O
Mayer, M., 713,255
Los Angeles, 125
Lr-rcasfilm, 156
Lul<es, S.,452
on polì
on stra
Mitsuhas.
Mcluhan, M.,505-506
London, 25zt-255
Machia
Míttelstat
McNulty, T.,287-288
Meacham, J.4., 336
Means, C.G., 274-275
Iong Range Planning (journal), 75-f6
the long t^il,731,
on lnnl
Matala¡,68
Liebeskincl, J.P., 107
Linclblorn, C., 327, 413
Littler, J.,379
champ:
on eIn(
31
Mason, E., 41,21,5
Licll,4Ùlt
Linclsey, M., 20
Lindse¡ N., 20
Mintzberi
on bus
7
Murdoch
Mulray, ì
rnusic in
mu tual c
N-form,
i
Nag, R.,
Nahavan
Nalebuff
Nano, 4[
narrative
lndex
rdates
national innovatiorl systenìs, 148-149
national telephone cornpanies, 50
Mintzbelg, LI.
on business schools, 4!4
chanrpions of strategy and,375
on emergent strategy, 1,2, 13, 273, 317 -379,
Nelson, R.R., 83, 90, 98
net present value (NPV), 281
Netflix,18, 121,435
31e,466
network-based mobility, 409
network forms of otganization, 21'2-277
on innovation, 145
Machiavelli and, 394-395
on political games,4O2
on strategic change, 448
on strategic processes, 374, 315-324, 3 18,
337-332,342
on strategy formation, 320
Neusser, Il,-J., 5O2, 5O3
New Coke, 29
.
Mises, L. von,483
Mislrel, L., 485-486
Mitsuhashi, H., 398
Mittelstand,294-295
mobility balriers, 59
Ie Monde (newspaper), 503
monetârrsfn, 4/ /-4/ó
rnonopoly, 50-51, 103
New Dynamic Capabilities framework, 99
new entrants, 55
New Industrial Organization (NIO) theories, 43
The New Macbíøuelli (Powell), 394
New Product Developrneut (NPD), 117
New Yolk Polt Autlrorit¡ 456
News Corp Intelnational, 4t5,488
Next, 20
wg,'V., 461
niche, 89
Nickerson, J.4., 169
Nielsen, V.L.,297
Montagrìa, P., 500-501
Monteverde, K., 13
Moody, J.8., 185
Moore, J., 281
moral sentiments, 497 -5OI, 512
NielsenOnline, 73
Nike, 68, 187
Nissan,58,133
Nokia, 136
Norna,86-88, 161
Morgan, c., 35O, 354-355, 412
Morgan, J.P., 380
Morgan, M.,1.29
Morrison, J., 504
Mounoud, E., 457
non-decision-m aki ng, 417 - 42O
non-equity alliances, 2O5, 206
non-rnarket strategies, 4o3-4o5
Mourinho, J., 381
Mueller, 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, 235-236
Nonaka, I., 1O7-1O8, 37O
non-replicability, 95
Normandy landings, 6-7
Norsk Hydro Asa, 248-249
North American Free Trade Agreement
(NAFTA),41
not-invented-here syndlotne, 401
NS BlueScope, 97
Nyberg, D.,3O4
case study, 270-271
centre-periphery power dynamics and, 243-244
contemporary scene and, 257-253
defrnition of,228-229
legitimacy and, 249-250
organizattonal politics and, 4O3-4O5
politics of ernployment ar'd, 241-243
tlreory of, 236-237
rnu ltinational mandates, 244-249
mtrltinational polilics, 229
nrtrltinational strategies, 237 -241
Murdoclr, 11.,487-48a
Murray, R., 1,52, 153
music industr¡ 1.32-133
mutual competitive adv?'nfage, 59
N-forn,213-274
Nag, R.,
l4-15
Nahavandi,,{., 175
Nalebuff, BJ., 57
Nano, 48
narrative, 34r-342, 363-365,
457
-462
Oakes, L.S., 363
Obama,8.,466
Obiect (Australian centre for craft and design),
224-226
Occu¡ry Movet.neltt, 491
O'Conrror, J., 475-476, 493-494, 495
oil and gas industr¡ 29-30,51
oligopoly, 5I, 251
Olive4 J.,379
Olsen, J.P., 320
On tbe racks (blog), 150
On Wør (Clausewitz), 5-6
O'Neill, E., r50
O'Neill, J., 259
Onewor.ld Alliance, 20L, 4O2
online private shopping clubs, 7 l-72
opacify,95
Tbe Oþen Boola of Social Innoaatíon (Murray
et al.),752,753
open irrnovatio n, 131, 751-752
open-soLìrce software, 171
593
594
lndex
opelational excellence, 6g
opportunism, J.64, 165
Orange UI(, 41
O'Reilly, C,,144
Organization for Economic Cooperation and
Development (OECD), 275, 294
Organization of petroleurn Exporting CoLlntries
(oPEC), 51, 54
organizational boundary clecisions, 163
o
t
ganizational capabili ties
corporate governance ancl, 2gl
definition of, 2, 80-81
football metaphor a¡d., 9O-91
globalization and,237
Inte¡-Fir.m Cooperation and, 1.94_195
as l<ey concept, L5
strâtegic alliances and, 2OO-2OI
See also Dynamic Capabiliries (DCs)
otganizational
organizational
organizational
ot ganizational
improvisation,
1.32_1.34
infrastr.ucture, g3_g4, g4
metaplrysics, 36g, 37 O
politics
brrsiness elites and, 405-472
case stucJy,427
decision-rnaking processes and,, 412_424
Machiavelli and, 392-396, 424_425
nlultinationals and, 4O3-4O5
overwiew of , 39O-39t, 396-398
power relation s and, 396-39g, 402_403
strategic il)terests and, 395, 39g_4O2
organizational retooling, 369, 36g
or ganizational storytelling, 337 _339
organizational surgery, 368469, j6g
o r gatizational therapy, 369,
37 O
organizations, 15, 76
Otlikowski, W.J., Z5Z
Olr', J.E., 328,339
Ottiz, H., 4O6n2
Ostelwalcler', L,, 129-j,31, 129
Otrchi, V.G., 170
outsou¡cing
definition of, 16l
globalization and, 17 I-772
Inter-Firm Cooperation and, I92
overview of, 180-181
political econonìy of, 135-1g7
problerns wirh, 183-f 85
through hybrid ternpora¡y contracting, 1g1_1g3
valne chain and, 88-89
Ovetnan,H.,34J
Ownership, Location, Inter.nalization (OLI)
franteworl<,237
oxfam,486-487
The Oxþrcl ÍIcr.n.dbooh oÍ Strnrtegy (Faulkner ancl
Campbell), 106
Oxley,J.E., l)1¡
Panama Canal,405
Pandian, J.R., 92
patadigms,
437
-438, 444-445
paradoxes, 336, 422-424
Pareto effrciency, 5O9-5IO
Parker, C,,297
Parkeq I-I., 283-284
Parker, M., 467-462
political
politicaI
s
Porac, J.F
Porter, M
criticisr
Five Fc
66
Pai<es,8.,225
Palrnigiani, A., 768, 169
participative evolution, 45O, 45O
partnerships. .Sae strategic alliances
Pascale, R.,317
on gen
influen
on lnn(
IO app
mobilit
on shar
on stra
on stra
Patal<, l-1.7
patents, 268
PayPal,1,28
Tbe PDMA Ha.nclbook of Neut
s
procluct
Deueloptnent (Kahn), I f 7
Pearce, J.,277
strateg'
Pedelsen,Ä..R., 363
Penrose, E.
on valt
on vah
on capabiliries,97,98
olì customel.s,
portfolio
151
possibilit
on ent¡y bar.r.iet.s, 89
on external envi¡onrnent, 436
on globalization,2Jf
Inter-Firm Cooperation and, 1.94-195
on lnanagers, 33
resoulce-based view and, Z, g, IO-1,1, 92, 93,
to3,3t4_31.5
Perey, R., 506, 5O9, 5l,z
perfectly competitive markets, 50
performance, 15
Pelkins,4., 18-19
Perpettral Lirnited, IO4-7Oí
Perrow, C., 278
PESTEL (Political, Econornic, Social, Technological,
Errvironmental and Legal) analysis, 45-4),
47,435
Petelaf, M.A.,92
Peters, T, 136,33O
Pettigrew, A., 72, 287 -288, 314, 324_327,
Powell, F
Powell, J.
Powell, T
Powell, .ù
power
busine
decisic
in deci
Machia
multin:
!n non
ofganl:
resistar
4<
stfateg
'thild
Power,
<
M
Potuer, P'
(Bu<
3 2 5, 342,
397,448
Pfeffer', J., 83, 143
PowerPo
Pozel, S..
ItÊ2er,466
Prahalad
pharmaceutical industry, 60, 466
Phillips, \X/., 1.27, 722, 365
Pieke,F,,265
Pigneur, Y., 729-131, 129
Piketry, T., 4a5,487
pìrate economy,266
Pitelis, C.N., 83, 99, 146-747, 1.51, 237, 283, 425
Pixar,756-159
Pizza Hnt,28-29
plagiarisn,266
planned stfategy, 318
plannifrcation, 477
Plannir.rg School, 446, 466
platforms. .!e¿ innovation ¡>latfolns
Plato,42O
Plesne¡, U., 505
Polanyi, M., 107, 108
politicaf gantes, 399-4O2
predeter':
Presley, ì
Pricewat
The
Prin
probabil
process
process
Proctor
r
:
¿
product
product
product
producti
producti
proclucti
property
public-p
Pugliese
Puzone,
F
lndex
I
Polirical sl<ill,
4o 1,-402
Qantas,4O2
quantifr cation, 327-322
Quiggin, J., 183
Qtrinn, J.8., 321,446
political strategy, 4-5
Porac, J.F,, 334
Porter, M.E.
criticism of frarnewolk by,68-69
Five Forces Model by, 16,53-57, 54,66,
66,435
on generic strategies, 60-67, 62,66
influence of, 92
on innovation, 743, 1.46
IO approach and, 17-12,42,193
nrobility barliers and, 59
on slrared va\rc,283
on strategic action, 60
on strategy, 727, 137, 314
strategy stories and, 341
on value capture and creation, 89
on value chain, 67-68, 85, 85
poltfolio approach, 495-497
possibiliry 422-423
Powell, F., 406n2
Powell, J., 4,394
Powell, T.C., 483, 499-5OO
Powell, W.uí., 215
PO\ì/ef
z,93,
btrsiness elites and, 406, 407-408, 4Lo-412
decision-makin g and, 414-475
in decision-rnaking processes, 416-420
Machiavelli on, 5, 424-425
243-244
rntrltinational enterprises
^nd,
in non-decision-rnaking processes, 417 -42O
olganizational politics and, 396-398, 402-403
resistance and, 410-412, 474-475, 464-468,
465,467
ological,
-49
i25,342,
srrategic 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, 360-361
Pozel,5.,22J
Pnhalad, C.K.,95, 149
predeterminati
o
1
22
Rajan, R., 282-283
Rarnaswamy, V., 14!
Ramsay, c., 135-136
RAND Corporatiot,4TT
Rasche,4., 299
Ratner, G., 460-461
Ravensc¡aft D. J.,174
RCA Victor, 128
Reagan, R.,478,483
realpolítik, 5, 393
Red Queen effect, 3, 30
Redzepi, R., 87
regulation, 571-572
Ren, H., 207
Rennie, M.V.,234
research and developrnent (R&D) alliances, 196
resilience, 409
lesistance, 4lo-412, 4L4-475, 464-468, 465, 46 7
resistance leadership, 468
resource-based view (RBV)
corporate governance a:nd, 28I
c¡iticisms of ,96-97
globalization and,2i
Inter-Filnr Cooperation and, 194-195
netwolks and,21.4
organizational infrastructure and, 83
origins of, 11, P2
as process-based view, 314-315
resources and, 92-95, 314
logic and, 135
strategic architectt¡re and, 95-96
strategic processes and, 331
resotrrce-pickin g, 2OO -20 I
resoì-rrces, 8O-8]^, 92-95, 396
Respace Projects, 753-154
S-D
Reuer, JJ., 205
n, 327-322
Ptesle¡ E., 128
revolutionary change, 444-446
Pricewaterlrous eCoopers, 204
Rhodes, C., 499
Rhodes, R.,{.w.,406n2
Richardson, C., 97, 98, r95
Prínce (Machiavelli), 392
probabiliry 422-423
process innovation, 727-124, 122
Th e
i,425
radical innovation, 727-724,
railways, 8-!
process slrat¿egy,3l9
Proctor & Gambl, 1.31
product differentiation, 41
product innovation,'1.21.-124,
product leadership, 68
I 22
production alliances, 796
production licensing, 196
productive resistance, 4lL, 466-467
property-based resources, 93
public-private partnership (PPPs), f 96
Pugliese, A,.,277,287
l>ttzone, F.,277
Ritholtz, 8., 158
ritualism, 284
flvalry, ))->o
Tlte Road to Serfdom (Hayek),476
Robertson, J., 517
Robertson, R., 212
Rockefeller, J.D., 380
RØDE Microphones, 723-124
R.oe, MJ.,274
role models, 129
Rose, N., 341
Ross, J.V., 127
Rouleau, L., 457
595
596
Index
Tl¡e Shoch Doctrine (Klein),128
short-tennism, 280
loutines, 101
Ilowan, 8., 2!8
Rufin, C., 116
Saucli Arabia, 29-30
types
single loop learning, J28
M,,174
15,
Strategi(
strategic
strategic
case s
culttrr;
learnir
Mintzl
overvl
293-294
Schettino, F.,302-303
social innovati o¡, 152-154
social nrobiliry, 4O9-47O
social networking services,
Schlesinger,4., 41!
Schlesinger, L.A.,465
Schneide¡ S.C., 28
Schon, D., 328
Schurnpeter, J., 8, 83, 84, 119-120,
scientifiò marìagement, 72O, 1,5I
Shategi¿
Snowdon, D.,337
social capital,407
social democratic stakeholder capitalism, 2)2,
Schein, E.H., 329,33O
1
19, 146
2Ll
serìser
Sony, 200
wisdo
Southwest Airlines, 62
Specialisterne, 306
Secllacek, T.,4aO,484
Seicll, D., 361
Spekman, R., 208
Spencer, 8., 58
seizing, 98-99, 1OO, lO2
Spender, J-C., 478-479, 491
Spicer, 4., 251, 259, 411, 439
self-ernployment, 484
self-service, 152
Semel, T., 11J
Sendle,185
Seneca,3)2
sensegiving, 315, 452-457 , 459
sensemaking
strategic change and, 440-443,452-457, 459
strategic processes and, 315, 332-335
strategy as practice
^nd,366,379
sensing, 98-99, lOO,1OO, 102
separation, lT5
Serapio, M.,270
Servan-Schreiber, J., 293
Service-Dorninant (S-D) logic, 134-135
service innovation, 134-L36
services, 134-736
7s frarneworl<, 12
Shabby Chic,32-37
Shallhorn, 5.,326-327
Shanzai,266
shared management agreements, 206
sharelrolcle¡ capitalism, 291-292, 293
Pettigi
socialization, l0S
Sornanchi, C.S., 97, 110
Scott, J., 408
Scott, R.W., 146
search engines, 1.1.2-174
Second World \iØar, 6-7
shareholders,5T
sharing econorny, 171
Shaw, G., 34O-34I
Slrirnano, 137-13a
strategic
st¡ategic
Stfategi(
strategic
strategic
smith, M., 395-396
SMS industry, 128
1
Schattschneide r, f,,, 417 -41.8
Schatzki, T.R., 350n1
Scherer', F.
senser
Sl<ype,64,234
Smiley, R., 42
Smith, 4., 84, 1.72, 282, 476, 497-498
Smith, K.K., 445
scale rnodels, L29
3, 37
politi<
sensel
Sinclair, W.,27O
fit)
satisficing, 413
37 0-37
metap
4t2-4r3
sincerit¡ 357-358
nodel, 369-37 0, 438, 496
scenalio planning,
as key
Shrivastava, P,28
Siemens, 204
Silicon Valley model, 213-2L4, 257 -258, 25a
simon, H.A., 13,83,90, 136, 74o, ú1, 163,
Russia, 260. See also BP.ICs
salades, 484-488
Sarnta-Fredelicks, D., 357 -359, 459
Sarasvathy, S.D., f40
Sarbanes-Oxley Acf , 27 5
SARFIT (structural adjustment to regain
strateg;c
stratef
stra¡.egiz
strategy
antece
classi<
Spee, À.P, 353
Spee,
A.P.,362
contet
conte)
clefinil
definit
discou
as ellll
sponsorship games,399
sporadic decisions, 420-421, 421
Spotify, 728, 1,31
Stace, D.À., 444, 450-451, 45O
future
lirnits
moral
Standard Oil, 5L
Star Alliance, 201.-202, 4O2
Starbucl<, \ø.H., 316
rrì pra,
start-ups, 143,745
use of
VW e¡
state
tt'ends
c pif^lism,z92
Stra.tegy
State-owned Assets Sr.rpervision and
Adrninistration Comrnission (SASAC), 289
states, 57, 511-575. See also governments ancl
government policy
stock rnarkets, 82
storytelling, 341-342, 363-365,
Stout, L., 282-2a3,512
strategy
case sl
cham¡
overvl
457
Pettigr
-462
questi(
stfatef
stranf,e conversations, 220-221
strategic actlorr, 59-60
strategic alliances, 17 l-17 2, 192, 195 -206,
207-212,20a, 402-403
strategic change
case study, 470-473, 471
st¡ategy
Stratrss,
StrLctur(
4r-'
subcontl
definition and overview of,43O-434
India Company and,429-43O
sLrbstitLìt
substitut
substitut
East
explanations of , ß4-444, 435
implementatio n of , 446-452, 4 5O
Sun Recr
ì
É
F
lndex
i8
92,
stlategic cl], nge cont.
as key concept, 16
nretaphors and stories in,457-462
politics of, 462-468, 464-465, 467
sensegiving and, 452-457, 459
sensernaking
440-443, 452-457 , 459
^nd,
types of, 444-446,445
strategic decisions. See decision-making processes
stlategic d,tift, 434435, 43 5
Strategic Group Analysis (SGA), 59
strategic groups, 58-59
stlategic interests, 395, 398-402
Sh'ategíc Management.[ottrnal (journal), 12,
15,376
Strategic Management Society, 13-14
strategic networks, 212-217
strategic processes
case study, 345-347, 346, 346
cultnral processes and, 329-332
learning processes and,, 327 -329
Mintzberg on, 374, 315-324, 3 1 8, 33r-332, 342
overview of,31.4-315
Pettigrew on, 314, 324-327, 325, 342
sensemaking and, 315, 332-335
strategy stories and, 336-343
wisdorn and,335-336
srfaregizing, 16, 354-356
strategy and strategic managenent
antecedents of, 3-5, 4-5
classical age o1,6-73, 7
contenlporary perspectives on, 13-77
context and evolution of,477-484
definition of, 15
definitions o1,2,721
discoulse oî,48O-4a3
as emergent ancl grounded, 375-320,318
ftrture of, 495-497, 504-511
limits of, 2!-30
nroral sentirnents and, 497 -5Ol
in ptactice, 18-24
289
rnd
trends for the future Ìr., l6-U
use of term, 8, 16
VW enrissions scandal and,507-504
Strategy ancl Structure (Chandler), 8
strategy as practice (SAP)
case study, 386-388, 386-387
charrrpions of strategy and, 373-383, 37 5, 37a
overview of , ú, 349-354, 35 1-352
Pettigrev/ and,325
questions and answers on, 35Ç373,
str ategizin
g ancl, 35 4-3
5
367,369,37f
6
strategy stories, 336-343
Strauss,4., 323
Structure-Conduct-Performance (SCP) approach,
4t-43,53
subcontracting, l92
substitute products, 55
substitutive strategic change, 459-460
substitutors, 57
Sun Records, 128
Sun-Tzu, 3
suppliers, 54
supply conditions, 41
surprises, 28-2!
sustainal)il ity, 47 6, 5O6-575
sustairrable conlpetitive advantage (SCA)
dyrrarnic capabilities and, )8, 1.O7, IO3-IO4
knowledge-based view anct, 105-L06
overview of , ß,43-45
resource-based view and, 96
sustainabiUry in, 509
sustaining technologies, I27
Swatch, 1.44-145
SWOT (Stlengths, ìleaknesses, Opportttnities,
and Threats) analysis, 9,350-351, 351,362,
407,435
Sydney, 216-217, 355-356
Sydney 2000 Olympics, 218-222
syrnbolic capifal,4OT
syrnbolic power, J63
T-Mobile UK, 41
tacit knowledge, 107-108, 359, 368, 37O
Takeuchi, H., 107-108, 370
Tallrnan, 5.8.,162
Tanev, S., 234-235
Tapscott, D., 150
Tata Motors Ltd, 48
taxi industry, 99
Taylor, F.\f., 72O,
l5l
Taylor,L.,487
technological unceItainty, 166
technology
creation of value an<I,84, 84
future of strategy and,504-5O6
innovators' diler.uma and, 727 -128
as key concept, 16
outsourcing and,187
social innovation and, 153
st¡bstitute products and, 55
Teece, DJ.
on co-creation of valtte, 151
Dynamic Capabilities and,98,99, 103, 1O4,237
on globalization, 236, 237
lesource-based view and, 92
Transaction Costs Economics and, 13, 170,
I7l
'Íelcos,777-I79
television industry, 181-182
Teng, B., 2O8-2O9
Tesla Motors, 48
Tether, B., 134
Thanheiser, H., 255
Thatcher, M.,478,483
Tbe Theory of Morcr.l Sentim¿¿fs (Smith), 497-498
The Theory of tbe Grouth of tbe Firm (Penrose),
10-11
13 Days (frln),415-416
Tbis Changes Euerytbing (I(tein), 304
Thomas, L.G.,51
Thornas, R.,362,406
597
598
lndex
Thornpson, E.R., 363
Thompson, G., 22!
Thornton, P.H.,363
3M,340-347
Tichy, N.M., 273
Ticld, J., 128, 133
Time-Warner, 176-177
Tiwana, A.,126-1.27
Top Decisions (Hickson, DJ. et al.), 420-422
Toshiba,204
Toyota, 58, 62,133,20O
traclitional company-based elites, 410
Transaction Costs Econolnics (TCE)
applications of, l7O-17 7, 1 7O
case study, 189-190
corporate governance and, 281, 282
globalization and, 236-237
Inter-Fitm Cooperation and, 193-194
overview of , 12-1,3, 161-168, 166, 374
p|oblerns with, 17 7-17 3
vertical and horizontal integration in, 16l-762,
164,1.67-168, 173-180
transaction frequency, 167
tlansactional leadelship, 377
tt'ansfer plicing,
1188
transferability, 95, 706
transforming, 98-99, 100, 1OO, 102
transnational social spaces, 404
transparency problem, !!
trâsnsformational leader:ship, 37 7 -37 9
Treacy, M., 68
trial and error, 132-134
Triurnph, 124
Trump, D., 37 O, 379, 38O, 1t87 -488
tutll,357-358
Tsekoulas, G., 147
Tsotrkas, H., 30, 107, 354
Tsui,4., 268
Turner, S.,350n1
Tnshrnan, M.L,,144
Twitter,2l3
Uber, 99, 234,484
trmbrella strategy, 3 19
unbundling, 131
trûcertainty, 165, 1,66-167, 768- 169, 422-423
trnconnected stra.tegy, 319
unit cost econornies, 83,84, 84
United Nations (UN), 506, 509
United Nations Conference on Trade and
Developrnent, 231
United N¿tions Global Compact, 303
United Parcel Service (UPS), 197-198
The UPS Foundation, 197-198
unY, J., J51t
M.,288,406
IJzzi,8., 171,21,4
Useern,
Williamsc
value
captlrre ot,89-90, 100-101, L00, 102-103
co-creatior'ì of , 71.8, 149-751
cÍeation of , 83-85, 84, IOO-1O1, 1OO, 102-103
definitions of, 18, 81-83
portfolio approach a¡d, 496
strategic alliances and, 20O-2O2
value added, 82
value appropri ation/ c ptLtte, 92
valtre chain, 67-68,85-89, 85,171
value for money, 8!
van der Panne, G., 118
van Klieken, R., 380, 382-383
Van Marrewijk, A., 175, 176-779, 405
Vanhaverbel<e, W.,204
Valgo, S.L., 734-135
vente-privee.cot.u, 70
365-366,444
Winfre¡
t
Winter, S.
Winterko
Wired Q¡
wirtz, B.r
wisclorn,
rvittgenst
Wooldrid
World Ba
Wo¡ld Co
Deve
The Worh
\üorld
Verdict Research, 20
verrical integration, 41, 1,61-162, 164,
\ùfla
Woznial<,
167-768,173
rùØray-Blis
Vidal, M., 186
Viénot Report, 275
Virgin, 381
uirtù.,424
C
Might,
Yisa,'l-26
Voll<swagen, 501-5O1t
volume uncertainty, 166
Vossoughi, S., 173
VRIN (v¿luable, r'are, inirnitable and nonsnbstitnta bl e resotr rces) nodel, 9 4-9 5,
98, r03,237,250,488
96
-97,
'Wachs,
M., 347
Wal-Malt, 25-27,62
Walker',
8., 183
'Walker, G.,,766
Wall<er, R., 183
Wall Stleet, 476
Walt Disney Corporation, 157-159
Watelrnan, R., 330
Waters, J.4., 213, 318-319, 466
wave theory, 478
Web 2.0, 99
Webet, D., 166
Weber, M., 382
Weber, R., 7L-78
Weick, I(.E., 133, 220, 375, 33O, 333436
Weill, P., 127
Weinstein, O.,134,748
'Weizsäcl<er, E., 304
Velch, J., 186
rùfenger, 4., 381
Wernerfelt, 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, 25-27
ìfiersema,
Yaara, 8., 177, 355, 357, 359 n2, 362, 363-364,
791t,
WilLnott,
Wilson, t
Wilson, t
F., 68
Wikipedia, 151
\ùí¡illiams,4.D., 150
I
lndex
'Williamson, O.E., 8, 13, 16J.,763-L67, 170-177,
r94,236
'willmorr, H., 297, 342-343, 365, 4r2
Vilson, D.,420-422
3
z-1.o3
'Wilson, D.C.,367,368
'Winfrey, O.,35-36
rVinter, S.G., 83, 90, 98
Winterkorn, M., 5O2, 5O3
Wired,
(nagazine),13L
'Wirtz,B.V/,, 145
wisdorn, 335-336
'Wittger-rstein, L., 297,
342
Wooldridge,^A.., 232
World Bank, 304,505
World Commission on Environment and
72-473
Zaloorn, C.,500-501
Zander,1.,l5],
Zandet, U., 105, I5l, 237
Zata,2O-24,8O-87
Zbaracki, M.,287
Zeirlin, M., 4O9
Vorld'ùlar II,483-484
Lizeu, s,,483,484
Wright, C.,304
7
Zalteer,5.,256
Zahra,5.,277
Developrnent (IøCED), 506
Tbe World is Flat (Fiednan),251-252
Wray-Bliss, E.,
t,6-7,
Young, G., 51
Ytrnus, M,, 1.52-753
Zennströrn, N., 64
Zhang, G.,268
Zingales, L.,282-283
Vozniak, S., 380
96-97,
Yahool ll2-114
Yanagisako,5.,232
Yang, J., 1.1.2-113
4!!
Zolle;H.M.,468
Zueva-Owens, 4., 177
Zukin,5.,495
599
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rsBN
978-1-4739-3845-8
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