Corporate growth engines: driving to sustainable strategic advantage

International Journal of Manufacturing Technology and Management

Volumn 3, Issue 1-2, 2001, Pages 49-74

  Thouati, Michel G ^a   Radnor, Michael ^a   Levin, Daniel Z ^b  

^a NORTHWESTERN UNIVERSITY   (United States)

^b RUTGERS UNIVERSITY   (United States)

Author keywords

core competence; Growth engine; strategy process

Indexed keywords

EID: 1542470217     PISSN: 13682148     EISSN: None     Source Type: Journal    
DOI: 10.1504/ijmtm.2001.001395     Document Type: Article

References (48)

1. Mintzberg, H. (1994) ‘The fall and rise of strategic planning’. Harvard Business Review, Vol. 72, No. 1, pp.107–114.
2. Wilson, I. (1992) ‘Realizing the power of strategic vision’, Long Range Planning, Vol. 25, No. 5, pp.18–28.
3. Hamel, G. and Prahalad, C.K. (1994) ‘Competing for the future’, Harvard Business Review, Vol. 72, No. 4, pp.122–128.
4. Porter, M. E. (1985) Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
5. Hamel, G. and Prahalad, C.K. (1989) ‘Strategic intent’, Harvard Business Review, Vol. 67, No. 3, pp.63–76.
6. Schoemaker, P.J.H. (1992) ‘How to link strategic vision to core capabilities’, Sloan Management Review, Vol. 34, No. 1, pp.67–81.
7. Collis, D.J. (1994) ‘How valuable are organizational capabilities?’ Strategic Management Journal, Vol. 15, No. 2, pp.143–152.
8. Wernerfelt, B. (1984) ‘A resource-based view of the firm’, Strategic Management Journal, Vol. 5, pp.171–180.
9. Hay, M. and Williamson, P. (1991) ‘Strategic staircases: Planning the capabilities required for success’, Long Range Planning, Vol. 24, No. 4, pp.36–43.
10. Leonard-Barton, D. (1992) ‘Core capabilities and core rigidities: A paradox in managing new product development’, Strategic Management Journal, Vol. 13, No.S1, pp.111–125.
11. Markides, C.C. and Williamson, P.J. (1994) ‘Related diversification, core competences and corporate performance’, Strategic Management Journal, Vol. 15, No. S1, pp.149–165.
12. Meyer, M.H. and Utterback, J.M. (1993) ‘The product family and the dynamics of core capability’, Sloan Management Review, Vol. 34, No. 3, pp.29–47.
13. Prahalad, C.K. and Hamel, G. (1990) ‘The core competence of the corporation’, Harvard Business Review Vol. 68, No. 3, pp.79–91.
14. Snyder, A.V. and Ebeling, H.W. Jr. (1992) ‘Targeting a company’s real core competencies’, Journal of Business Strategy, Vol. 13, No. 6, pp.26–32.
15. Tampoe, M. (1994) ‘Exploiting the core competences of your organization’, Long Range Planning, Vol. 27, No. 4, pp.66–77.
16. Williams, J.R. (1992) ‘How sustainable is your competitive advantage?’ California Management Review, Vol. 34, No. 3, pp.29–51.
17. Buzzell, R.D. and Gales, B.T. (1987). The PIM Sprinciples: Linking Strategy to Performance, New York: Free Press.
18. Bourgeois, L.J., III and Eisenhardt, K.M. (1988) ‘Strategic decision processes in high velocity environments: Four cases in the microcomputer industry’, Management Science, Vol. 34, pp.816–835.
19. Eisenhardt, K.M. (1989) ‘Making fast strategic decisions in high velocity environments,’ Academy of Management Journal, Vol. 32: pp.543–576.
20. Lei, D., Hitt, M.A. and Bettis, R. (1996) ‘Dynamic core competences through meta-learning and strategic context’, Journal of Management, Vol. 22, pp.549–569.
21. Barney, J.B. (1986) ‘Organizational culture: Can it be a source of sustained competitive advantage?’ Academy of Management Review, Vol. 11, pp.656–665.
22. Kotter, J.P. and Heskett, J.L. (1992) Corporate Culture and Performance. New York: Free Press.
23. Peters, T.J. and Waterman, R.H. Jr. (1982) In Search of Excellence. New York: Harper & Row.
24. Bourgeois, L.J., III, and Brodwin, D.R. (1984) ‘Strategic implementation: five approaches to an elusive phenomenon’, Strategic Management Journal, Vol. 5, pp.241–264.
25. Porter, M.E. (1991) ‘Towards a dynamic theory of strategy’, Strategic Management Journal, Vol. 12, No. S, pp.95–117.
26. Stalk, G., Evans, P. & Shulman, L.E. (1992) ‘Competing on capabilities: The new rules of corporate strategy’, Harvard Business Review, Vol. 70, No.2, pp.57–69.
27. Hall, R. (1993) ‘A framework linking intangible resources and capabilities to sustainable competitive advantage’, Strategic Management Journal, Vol. 14, pp.607–618.
28. Cusumano, M.A., and Selby, R.W. (1996) Microsoft Secrets: How the World’s Most Powerful Software Company Creates Technology, Shapes Markets, and Manages People, New York: Free Press.
29. Narisetti, R. (1997) ‘Too many choices: P&G, seeing shoppers confused, overhauls marketing’, Wall Street Journal, Jan. 15.
30. Avishai, B. and Taylor, W. (1989) ‘Customers drive a technology-driven company: An interview with George Fisher, Harvard Business Review, Vol. 67, No.6, pp.106–114.
31. Schlender, B. (1996) ‘Paradise lost: Apple’s quest for life after death’, Fortune, pp.65–74 (Feb. 19).
32. Pearlstein, S. and Rhodes, L. (1986) ‘John Sculley’s lessons from inside Apple, In Kanter, Stein, & Jack (Eds.). Challenge of organizational change’. pp.154–158. Cambridge.
33. Economist (1997) ‘Apple computer: keep polishing’, pp.57–58 (Jan. 11).
34. Ingrassia, P. and White, J.B. (1994) Comeback: The Fall and Rise of the American Automobile Industry, New York: Simon & Schuster.
35. Sloan, A. (1964) My years with General Motors Garden City, NY: Doubleday.
36. Przyblowicz, E.P. and Faulkner, T.W. (1993) ‘Kodak applies strategic intent to the management of technology’, Research-Technology Management, Vol. 36, No. 1, pp.31–36.
37. Maremont, M. (1995) ‘Kodak’s new focus: An inside look at George Fisher’s strategy’. Business Week, pp.62–68 (Jan. 30).
38. Hirsch, P.M. and Levin, D.Z. (1999) ‘Umbrella constructs versus validity police: A life cycle model’ Organizational Science, Vol.19, pp.199–212.
39. Fortune. Various issues.
40. Frangos, S.J. and Bennett, S.J. (1993) Team Zebra: How 1500 Partners Revitalised Eastman Kodak’s Black and White Film-Making Flow, New York: Wiley & Sons.
41. Sandler, L. and Hardy, Q. (1997) ‘Heard on the street: As risks rise in most of Motorola’s markets, some wonder if its best years are behind it’. Wall Street Journal, PC-2, 11 February.
42. Brown, J.S. (1991) ‘Research that reinvents the corporation’, Havard Business Review, Vol. 69, No. 1, pp.102–111.
43. Huber, G.P. (1991) ‘Organizational learning: The contributing processes and the literatures’, Organizational Science, Vol. 2, pp.88–115.
44. Senge, P.M. (1990) The Fifth Discipline: The art and practice of the learning organization, New York: Currency Doubleday.
45. Hammer, J. and Champy, J. (1993) Re-engineering the corporation: A manifesto for business revolution, New York: HarperCollins.
46. Levin, D.Z., Radnor, M. and Thouati, M.G. (1997) Using a Process View of Organizations to Understand the Management of Technology, Paper presented at the annual meetings of the Academy of Management, Boston.
47. Levin, D.Z. (1999) Transferring Knowledge Within the Organization in the R& D Arena. PhD diss., Northwestern University.
48. Thouati, M.G. and Vaselopulos, (1997) American Kaizen. Working paper, CellNet Data Systems, San Francisco, CA.