Strategic and organizational requirements for competitive advantage

Academy of Management Executive

Volumn 19, Issue 1, 2005, Pages 31-45

  Lei, David ^a   Slocum Jr , John W ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 14744281669     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/ame.2005.15841949     Document Type: Review

References (51)

1. D'Aveni, R. 1994. Hypercompetition. New York: Free Press; Iansiti, M., & Levien, R. 2004. Strategy as ecology. Harvard Business Review, 82(3): 68-81.
2. D'Aveni, R. 1994. Hypercompetition. New York: Free Press; Iansiti, M., & Levien, R. 2004. Strategy as ecology. Harvard Business Review, 82(3): 68-81.
3. Zimmerman, B., Plsek, P., & Lindberg, C. 1998. Edgeware: Insights from complexity science for health care leaders. Dallas: VHA, Inc.
4. Christensen, C. M. 1997. The innovator's dilemma. Boston, MA: Harvard Business School Press. Also see Adner, R. 2002. When are technologies disruptive: A demand-based view of the emergence of competition. Strategic Management Journal, 23(8): 667-688.
5. Christensen, C. M. 1997. The innovator's dilemma. Boston, MA: Harvard Business School Press. Also see Adner, R. 2002. When are technologies disruptive: A demand-based view of the emergence of competition. Strategic Management Journal, 23(8): 667-688.
6. See Anderson, P., & Tushman, M. L. 1990. Technological discontinuities and dominant designs: A cyclical model of organizational change. Administrative Science Quarterly, 35: 606-633. Also see Christensen, op. cit. and Dosi, G. 1992. Technological paradigms and technological trajectories. Research Policy, 11: 147-162. Also see Porter, M. E. 2001. Industry transformation. Case Number 9-701-008.
7. See Anderson, P., & Tushman, M. L. 1990. Technological discontinuities and dominant designs: A cyclical model of organizational change. Administrative Science Quarterly, 35: 606-633. Also see Christensen, op. cit. and Dosi, G. 1992. Technological paradigms and technological trajectories. Research Policy, 11: 147-162. Also see Porter, M. E. 2001. Industry transformation. Case Number 9-701-008.
8. See Anderson, P., & Tushman, M. L. 1990. Technological discontinuities and dominant designs: A cyclical model of organizational change. Administrative Science Quarterly, 35: 606-633. Also see Christensen, op. cit. and Dosi, G. 1992. Technological paradigms and technological trajectories. Research Policy, 11: 147-162. Also see Porter, M. E. 2001. Industry transformation. Case Number 9-701-008.
9. See Anderson, P., & Tushman, M. L. 1990. Technological discontinuities and dominant designs: A cyclical model of organizational change. Administrative Science Quarterly, 35: 606-633. Also see Christensen, op. cit. and Dosi, G. 1992. Technological paradigms and technological trajectories. Research Policy, 11: 147-162. Also see Porter, M. E. 2001. Industry transformation. Case Number 9-701-008.
10. Tushman, M., & Murmann, J. P. 1998. Dominant designs, technology cycles, and organizational outcomes. Research in organizational behavior. Greenwich, CT: JAI Press, 20.
11. Evans, P. B., & Wurster, T. S. 1997. Strategy and the new economics of information. Harvard Business Review, 75(6): 71-82. Also see Cheng, Y. T. and Van de Ven, A. H. 1996. Learning the innovation journey: Order out of chaos. Organization Science, 7(6): 593-614; Markides, C., & Geroski, P. 2003. Colonizers and consolidators: The two cultures of corporate strategy. Strategy + Business, 32: 46-55.
12. Evans, P. B., & Wurster, T. S. 1997. Strategy and the new economics of information. Harvard Business Review, 75(6): 71-82. Also see Cheng, Y. T. and Van de Ven, A. H. 1996. Learning the innovation journey: Order out of chaos. Organization Science, 7(6): 593-614; Markides, C., & Geroski, P. 2003. Colonizers and consolidators: The two cultures of corporate strategy. Strategy + Business, 32: 46-55.
13. Evans, P. B., & Wurster, T. S. 1997. Strategy and the new economics of information. Harvard Business Review, 75(6): 71-82. Also see Cheng, Y. T. and Van de Ven, A. H. 1996. Learning the innovation journey: Order out of chaos. Organization Science, 7(6): 593-614; Markides, C., & Geroski, P. 2003. Colonizers and consolidators: The two cultures of corporate strategy. Strategy + Business, 32: 46-55.
14. See, for example, Ball, J. 2004. Car makers split over timing of hydrogen-powered vehicles. The Wall Street Journal, 26 February 2004.
15. Lei, D. 2003. Competitive strategy and the rise of new organizational forms in the semiconductor industry. Review of the Electronic and Industrial Distribution Industries, 2: 116-142.
16. Christensen, op. cit. Also see Morris, C. R., & Ferguson, C. H. 1993. How architecture wins technology wars. Harvard Business Review, 71(2): 86-97.
17. Christensen, op. cit. Also see Morris, C. R., & Ferguson, C. H. 1993. How architecture wins technology wars. Harvard Business Review, 71(2): 86-97.
18. The original landmark work that pioneered the notion of creative destruction is Schumpeter, J. A. 1939. Business cycles: A theoretical, historical and statistical analysis of the capitalist process. New York and London: McGraw-Hill. More recent works that further develop the creative destruction concept include Foster, R., & Kaplan, S. 2001. Creative destruction. New York: Currency and Doubleday. Also see Kodama, F. 1995. Emerging patterns of innovation. Boston: Harvard Business School Press.
19. The original landmark work that pioneered the notion of creative destruction is Schumpeter, J. A. 1939. Business cycles: A theoretical, historical and statistical analysis of the capitalist process. New York and London: McGraw-Hill. More recent works that further develop the creative destruction concept include Foster, R., & Kaplan, S. 2001. Creative destruction. New York: Currency and Doubleday. Also see Kodama, F. 1995. Emerging patterns of innovation. Boston: Harvard Business School Press.
20. The original landmark work that pioneered the notion of creative destruction is Schumpeter, J. A. 1939. Business cycles: A theoretical, historical and statistical analysis of the capitalist process. New York and London: McGraw-Hill. More recent works that further develop the creative destruction concept include Foster, R., & Kaplan, S. 2001. Creative destruction. New York: Currency and Doubleday. Also see Kodama, F. 1995. Emerging patterns of innovation. Boston: Harvard Business School Press.
21. Jones, N. 2003. Competing after radical technological change: The significance of product line management strategy. Strategic Management Journal, 24: 1265-1288. A classic leading work in this area is Leonard-Barton, D. 1992. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13: 111-25. Also see Tripsas, M. 1997. Surviving radical technological change through dynamic capability: Evidence from the typesetter industry. Industrial and Corporate Change, 3: 341-377; Henderson, R. M., & Clark, K. B. 1990. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35: 9-30.
22. Jones, N. 2003. Competing after radical technological change: The significance of product line management strategy. Strategic Management Journal, 24: 1265-1288. A classic leading work in this area is Leonard-Barton, D. 1992. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13: 111-25. Also see Tripsas, M. 1997. Surviving radical technological change through dynamic capability: Evidence from the typesetter industry. Industrial and Corporate Change, 3: 341-377; Henderson, R. M., & Clark, K. B. 1990. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35: 9-30.
23. Jones, N. 2003. Competing after radical technological change: The significance of product line management strategy. Strategic Management Journal, 24: 1265-1288. A classic leading work in this area is Leonard-Barton, D. 1992. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13: 111-25. Also see Tripsas, M. 1997. Surviving radical technological change through dynamic capability: Evidence from the typesetter industry. Industrial and Corporate Change, 3: 341-377; Henderson, R. M., & Clark, K. B. 1990. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35: 9-30.
24. Jones, N. 2003. Competing after radical technological change: The significance of product line management strategy. Strategic Management Journal, 24: 1265-1288. A classic leading work in this area is Leonard-Barton, D. 1992. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13: 111-25. Also see Tripsas, M. 1997. Surviving radical technological change through dynamic capability: Evidence from the typesetter industry. Industrial and Corporate Change, 3: 341-377; Henderson, R. M., & Clark, K. B. 1990. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35: 9-30.
25. Hambrick D. C., & Fredrickson, J. W. 2001. Are you sure you have a strategy. Academy of Management Executive, 15(4): 48-59.
26. Some of the more prominent strategic typologies developed in the strategic management field include those of Miles, R. E., & Snow, C. C. 1978. Organizational strategy, structure and process. New York: McGraw-Hill; Miller, D. 1990. The Icarus Paradox: How exceptional companies bring about their own downfall. New York: Harper Business; Treacy, M., & Wiersema, F. 1995. The discipline of market leaders. Reading, MA: Addison-Wesley.
27. Some of the more prominent strategic typologies developed in the strategic management field include those of Miles, R. E., & Snow, C. C. 1978. Organizational strategy, structure and process. New York: McGraw-Hill; Miller, D. 1990. The Icarus Paradox: How exceptional companies bring about their own downfall. New York: Harper Business; Treacy, M., & Wiersema, F. 1995. The discipline of market leaders. Reading, MA: Addison-Wesley.
28. Some of the more prominent strategic typologies developed in the strategic management field include those of Miles, R. E., & Snow, C. C. 1978. Organizational strategy, structure and process. New York: McGraw-Hill; Miller, D. 1990. The Icarus Paradox: How exceptional companies bring about their own downfall. New York: Harper Business; Treacy, M., & Wiersema, F. 1995. The discipline of market leaders. Reading, MA: Addison-Wesley.
29. Conversation with Jean Birch, President, Corner Bakery, Dallas, Texas, February 10, 2004.
30. See, for example, Galbraith, J. R. 2002. Designing organizations. San Francisco: Joseey-Bass; Grant, R. M. 1996. Prospering in dynamically competitive environments: Organizational capability as knowledge integration. Organization Science, 7: 375-387; Slocum, J. W., McGill, M. E., & Lei, D. 1994. The new learning strategy: Anytime, anything, anywhere. Organizational Dynamics, 23(2): 33-48.
31. See, for example, Galbraith, J. R. 2002. Designing organizations. San Francisco: Joseey-Bass; Grant, R. M. 1996. Prospering in dynamically competitive environments: Organizational capability as knowledge integration. Organization Science, 7: 375-387; Slocum, J. W., McGill, M. E., & Lei, D. 1994. The new learning strategy: Anytime, anything, anywhere. Organizational Dynamics, 23(2): 33-48.
32. See, for example, Galbraith, J. R. 2002. Designing organizations. San Francisco: Joseey-Bass; Grant, R. M. 1996. Prospering in dynamically competitive environments: Organizational capability as knowledge integration. Organization Science, 7: 375-387; Slocum, J. W., McGill, M. E., & Lei, D. 1994. The new learning strategy: Anytime, anything, anywhere. Organizational Dynamics, 23(2): 33-48.
33. A discussion of Discount Tire's strategy is found in a strategic typology presented in Lei, D., & Greer, C. R. 2003. The empathetic organization. Organizational Dynamics, 32: 142-164.
34. Markides, C., & Geroski, P. 2004. The art of scale. Strategy + Business, 35, Summer, 50-59.
35. I b i d.
36. Latour, A., & Grant, P. 2004. PC users an now make long-distance calls free. The Wall Street Journal, 9 October 2003. Also see Drucker, J. 2004. Vonage, TI plan a web-phone deal. The Wall Street Journal, 9 January 2004; Drucker, J. 2004. Big-name mergers won't ease crowding in cellphone industry. The Wall Street Journal, 13 February 2004.
37. Latour, A., & Grant, P. 2004. PC users an now make long-distance calls free. The Wall Street Journal, 9 October 2003. Also see Drucker, J. 2004. Vonage, TI plan a web-phone deal. The Wall Street Journal, 9 January 2004; Drucker, J. 2004. Big-name mergers won't ease crowding in cellphone industry. The Wall Street Journal, 13 February 2004.
38. Latour, A., & Grant, P. 2004. PC users an now make long-distance calls free. The Wall Street Journal, 9 October 2003. Also see Drucker, J. 2004. Vonage, TI plan a web-phone deal. The Wall Street Journal, 9 January 2004; Drucker, J. 2004. Big-name mergers won't ease crowding in cellphone industry. The Wall Street Journal, 13 February 2004.
39. Porter, M. E. 1985. Competitive advantage: Creating and sustaining superior performance. New York: Free Press; Scherer, F. M., & Ross, D. 1990. Industrial market structure and economic performance. Boston: Houghton-Mifflin. Also see Dobrev, S. D., & Carroll, G. R. 2003. Size (and competition) among organizations: Modeling scale-based selection among automobile producers in four major countries. Strategic Management Journal, 24: 541-558. At the business unit level, see Anderson, C. R., & Zeithaml, C. P. 1984. Stages of the product life cycle, business strategy, and business performance. Academy of Management Journal, 27(4): 5-24.
40. Porter, M. E. 1985. Competitive advantage: Creating and sustaining superior performance. New York: Free Press; Scherer, F. M., & Ross, D. 1990. Industrial market structure and economic performance. Boston: Houghton-Mifflin. Also see Dobrev, S. D., & Carroll, G. R. 2003. Size (and competition) among organizations: Modeling scale-based selection among automobile producers in four major countries. Strategic Management Journal, 24: 541-558. At the business unit level, see Anderson, C. R., & Zeithaml, C. P. 1984. Stages of the product life cycle, business strategy, and business performance. Academy of Management Journal, 27(4): 5-24.
41. Porter, M. E. 1985. Competitive advantage: Creating and sustaining superior performance. New York: Free Press; Scherer, F. M., & Ross, D. 1990. Industrial market structure and economic performance. Boston: Houghton-Mifflin. Also see Dobrev, S. D., & Carroll, G. R. 2003. Size (and competition) among organizations: Modeling scale-based selection among automobile producers in four major countries. Strategic Management Journal, 24: 541-558. At the business unit level, see Anderson, C. R., & Zeithaml, C. P. 1984. Stages of the product life cycle, business strategy, and business performance. Academy of Management Journal, 27(4): 5-24.
42. Porter, M. E. 1985. Competitive advantage: Creating and sustaining superior performance. New York: Free Press; Scherer, F. M., & Ross, D. 1990. Industrial market structure and economic performance. Boston: Houghton-Mifflin. Also see Dobrev, S. D., & Carroll, G. R. 2003. Size (and competition) among organizations: Modeling scale-based selection among automobile producers in four major countries. Strategic Management Journal, 24: 541-558. At the business unit level, see Anderson, C. R., & Zeithaml, C. P. 1984. Stages of the product life cycle, business strategy, and business performance. Academy of Management Journal, 27(4): 5-24.
43. Biediger, J., DeCicco, T., Green, T., Hoffman, G., Lei, D., Mahadevan, K., Ojeda, J., Slocum, J. W. Jr., & Ward, K. 2005. Strategic action at Lenovo. Organizational Dynamics, in press.
44. Christensen, op. cit.
45. See Lei, D. 2000. Industry evolution and competence development: The imperatives of technological convergence. International Journal of Technology Management, 19(7): 699-738.
46. See, for example, Wysocki, B. 2004. Robots in the OR. The Wall Street Journal, 26 February 2004.
47. Medtronic to buy MiniMed and Medical Research. 2001. The Wall Street Journal, 31 May 2001.
48. Govindarajan, V., & Fisher, J. 1990. Strategy, control systems and resource sharing. Academy of Management Journal, 33(2): 259-285.
49. See Retail financial services in 1998. 1998. Harvard Business School Case 9-799-051.
50. Markides & Geroski, op. cit.
51. See, for example, Chandler, A. D. 1990. Scale and scope: The dynamics of industrial capitalism. Cambridge, MA: Harvard University Press.