Winning Strategies in a Deconstructing World. Strategic Management Series

  • ID: 2215683
  • Book
  • Region: Global
  • 332 Pages
  • John Wiley and Sons Ltd
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The end of the nineteenth century saw the construction of the vertically integrated value chains that came to define modern business. The end of the twentieth century witnessed their deconstruction. In industries across the economy, markets are intruding on the web of proprietary arrangements that have held these chains together. As they do, the boundaries defining business, companies and industries are coming under attack – radically transforming the nature of competition. Powerful forces, such as globalization and deregulation, are undermining the logic and practice of traditional vertical integration, but the most powerful – partly because it acts as catalyst and an accelerator – is a revolution in the economics of information. This shift in information economics is giving birth to a myriad of new strategic options

The consequences of deconstruction for the strategic management of the firm – as well as for the firm itself – are dramatic. Deconstruction forces a fundamental rethinking of some of the basic principles of strategy which will impact on the concepts of the portfolio, forms of organizational structure, styles of leadership, mechanisms for acquiring and managing knowledge and approaches to uncertainty and risk.

This, the latest volume in the Strategic Management Series, explores the implications of the value chain deconstruction for strategy, the changes in strategic thinking and the action necessary to cope with the challenges and opportunities. Bringing together contributions from key figures in the field of strategy in both practice and academia, this book, as with other books in the series, addresses the ideas and issues at the forefront of strategic management theory and practice.
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Contributors vii

Series Preface xi

1 The Deconstruction of Integrated Value Chains: Practical and Conceptual Challenges 1Rudi K. F. Bresser, Dieter Heuskel, Robert D. Nixon

Section I: Antecedents and Outcomes of Value Chain Deconstruction 23

2 Product and Process Technological Change and the Adoption of Modular Organizational Forms 25Melissa A. Schilling, Cassandra E. Vasco

3 Managing the Unmanageable Strategic Balancing in Industries Characterized by Encompassing Change 51Maria Bengtsson, Carin Holmquist

4 Hidden in Plain Sight: Hybrid Diversification, Economic Performance, and Real Options in Corporate Strategy 77Michael E. Raynor

5 The Virtual Reconstruction of Value Chains: Complementary Process Innovation in the Biopharmaceutical Industry 107Frank T. Rothaermel

6 Development Webs: A New Paradigm for Product Development 135Nancy Staudenmayer, Mary Tripsas, Christopher Tucci

7 Playing to Win: The Role of Competitive Disruption and Aggressiveness 163Walter J. Ferrier

8 Dealing with Deconstruction 191Sebastian Ehrensberger, Frank Opelt, Harald Rubner, Armin Schmiedeberg

9 Strategies for Unstructured Competitive Environments: Using Scarce Resources to Create  New Markets 201James A. Robins, Margarethe F. Wiersema

Section II: Knowledge and Competitive Advantage 221

10 Knowledge Characteristics and Competitive Advantage: An Empirical Investigation 223Susan K. McEvily, Bala Chakravarthy

11 Deconstructing a Knowledge–Based Advantage: Rent Generation, Rent Appropriation, and Performance in Investment Banking 245Aya S. Chacar, Russell W. Coff

12 Competitive Advantage from Knowledge Spillovers: Implications of the Network Economy 267Brian McGrath, Rita Gunther McGrath

13 Young Firm Growth: An Analysis of Strategy and Context 289Stewart Thornhill, Raphael Amit

Index 309

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Rudi K. F. Bresser
Michael A. Hitt
Robert D. Nixon
Dieter Heuskel
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