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From Resource Allocation to Strategy

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Joseph L. Bower and Clark G. Gilbert have collected together some of the leading experts on strategy to examine how strategy is actually made by company managers across the several levels of an organization. Is strategy a coherent plan conceived at the top by a visionary leader, or is it formed by a series of smaller decisions, not always reflecting what top management has in mind? Often it is by examining how options for using resources are developed and selected, that we can see how a company's competitive ...
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Overview


Joseph L. Bower and Clark G. Gilbert have collected together some of the leading experts on strategy to examine how strategy is actually made by company managers across the several levels of an organization. Is strategy a coherent plan conceived at the top by a visionary leader, or is it formed by a series of smaller decisions, not always reflecting what top management has in mind? Often it is by examining how options for using resources are developed and selected, that we can see how a company's competitive position gets shaped. On the bases of this understanding, we can see better how these processes can be managed. The book's five sections examine how the resource allocation process works, how the way it works can lead a company into serious problems, how top management can intervene to fix these problems and where the most recent thinking on these problems is headed. A fifth section contains assessments of this work by through leaders I the fields of economics, competitive strategy, organizational behavior, and strategic management. The implications for those who study firms are considerable. Activity that is normally thought about in terms of substantive outcomes such as market share and revenue growth, or present value and internal rate of return, is seen to be inextricably related to organizational and administrative questions. The finding presented here should inform the research of economists, strategists and behavioral scientists. Thoughtful executives and those who consult with them will also find the book provocative. The processes described are complex, but clear enough so that the way toward effective management is apparent. The models developed provide a basis for building the systems and organization necessary for today's competitive world.
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Product Details

  • ISBN-13: 9780199277445
  • Publisher: Oxford University Press, USA
  • Publication date: 1/12/2006
  • Pages: 500
  • Product dimensions: 9.30 (w) x 6.20 (h) x 1.40 (d)

Meet the Author

Harvard Business School

Harvard Business School

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Table of Contents


List of Figures     xiv
List of Tables     xvi
List of Contributors and Affiliations     xviii
Introduction to the Resource Allocation Process
Linking Resource Allocation to Strategy   Joseph L. Bower   Yves L. Doz   Clark G. Gilbert     3
Modeling the Resource Allocation Process   Joseph L. Bower     26
The Role of Strategy Making in Organizational Evolution   Robert A. Burgelman     38
Anomaly-Seeking Research: Thirty Years of Theory Development in Resource Allocation Theory   Clark G. Gilbert   Clayton M. Christensen     71
When the Bottom-up Process Fails
When the Bottom-up Resource Allocation Process Fails   Donald N. Sull     93
Customer Power, Strategic Investment, and the Failure of Leading Firms   Clayton M. Christensen   Joseph L. Bower     99
No Exit: The Failure of Bottom-up Strategic Processes and the Role of Top-down Disinvestment   Donald N. Sull     135
The Process of International Expansion: Comparing Established Firms and Entrepreneurial Start-ups   Walter Kuemmerle     176
Restoring the Bottom-up Process
Restoring the Bottom-up Process of Resource Allocation   Clark G. Gilbert     207
Strategy Making as an Iterated Process of ResourceAllocation   Tomo Noda   Joseph L. Bower     213
Beyond Resource Allocation: How Definition and Impetus Interact to Shape Strategic Outcomes   Clark G. Gilbert     269
The Need for Top-down Intervention
Corporate Intervention in Resource Allocation   Thomas R. Eisenmann     299
The Entrepreneurial M-Form: A Case Study of Strategic Integration in a Global Media Company   Thomas R. Eisenmann   Joseph L. Bower     307
Strategic Flexibility: Corporate-level Real Options as a Response to Uncertainty in the Pursuit of Strategic Integration   Michael E. Raynor     330
Resource Allocation Processes in Multidimensional Organizations: MNCs and Alliances   Yves L. Doz     365
Outside Commentaries on the RAP Perspective
Resource Allocation, Strategy, and Organization: An Economist's Thoughts   John Roberts     395
Comments on the Resource Allocation Process   Daniel A. Levinthal     403
Research Complementarities: A Resource-Based View of the Resource Allocation Process Model (and Vice Versa)   Margaret A. Peteraf     409
CEO as Change Agent?   Joel M. Podolny     427
Conclusion
A Revised Model of the Resource Allocation Process   Joseph L. Bower   Clark G. Gilbert     439
Index      457
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