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 BRIEF CflNTENTS
tle and

Conxqa'nion Website xlr

About tbe Autbors xiii
XV
Aclenowledgements
ch or P ub I i s b e r's Ac kn oule d'ge m e n ts
xvi
)r the
ation
,orby 1 Strategy:Theory and Practice -An Introduction 1

f the
2 Strategy, Competitive Forces and Positioning 38
ì, tn
)opyright J Strategy, Resources and Capabilities 79
outside
4 Strategy and Innovation tt5
J Strategy: Make or Buy? 160
ted
r.The 6 Sttategy, Inter-organ izational Cooperation and Alliances rgr
ly for
J Strategy: Going Global 227
.GE.
)'t)
ately 8 Strategy and Corporate Governance
AGE.
'site for ! Strategy Processes 3t3
mtsston 348
1O Strategy Practice
rweitzer,
L1 Strategy and Organizational Politics 389
12 Strategy and Strategic Change 42a

13 Strategy Rebooted: The Futures of Strategic Management 474

Glossøry 518
References 525
Index 585

ards.
 j Stral
Leatt
Intro
Valut
The'
Valut
Asse:
CaPa
Reso
Prob
Dynz
Sens
Rout
I Strategy:Theory and practice -An fntroduction 1 DCs,
Learning objectives Refi¡
1
Introduction The
2
Strategy in theory: Ancient antecedents I(no.
3
Strategy in theory: The classical age of strategy Sum
6
Strategy in theory: Contenìporar.y perspectives Test
r3
Strategy as practice Exer
17
Strategy in practice Case
18
Strategy in theory and practice: The limits of strategy
25
FIow to use this book
31.
4 Stra
Test yourself
32 Lear
Exercises
32 Intrc
Case Study: Shabby chic
32 Innc
\ù?he
2 Sttategy, Competitive Forces and positioning
3a
Radi
Radi
Learning objectives
38 Innc
Introduction Digi
39
Business unit and corporate-level strategy
39 Innc
Indtrstrial Organization (IO) and the Structure_Conduct_ Busi
Performance (SCp) approach
40 I-p
Sustainable competitive advantage Serv
43
Understancling the macro environment Desi
46
Types of markets Frar
50
Industly analysis Des:
53
Another force? Con
57
Strategic groups Larg
58
Strategic action Aml
60
Generic strategies Velc
61.
Problems with porter,s framework Inn<
68
Blue Ocean Strategy Clus
69
Summary Nati
69
Test yourself The
70
Exercises op.
70
Case Study: brandsExclusive Soci
77
Stu¡
 Detailed Contents vii

3 Sttrtegy, Resources and Capabilities 79

Learning objectives 79
Introduction 80
Value and sustainable competitive adv^ntage 81
The value chain 85
Value capture and creation 89
Assembling cole competencies 90
Capabilities, football and strategy 91'
Resottrce-based view 92
Problems with the RBV 96
Dynarnic capabilities 97
Sensing, seizing and transfortning 99
Routines and dynarnic capabilities 101
L DCs, value creation and value capture 1.02
Refining dynarnic capabilities 1.04
1
) The knowleclge-based view of the filrn 105
I(nowledge management 107
3 111
SurnmarY
6
Test yourself 111
1.3
Exercises 1L1
1.7
Case study: Search engines t1.2
18
25
4 Strategy and Innovation tt5
37
32 Learning objectives 11.5

32 Introduction 1.16
32 Innovation as New Product Developrnent 11.7
Where does innovation come from? 118
Radical innovation as cleative destruction 11.9
3a 727
Radical versus incremental innovation
38 Innovation platfotms 1.24
39 Digital platforrns 126
39 Innovators' dilemma and sources of discontinuity t27
Business model innovation 128
40 Lnprovisation, trial and error r32
43 Service innovation 134
46 DesignJed innovation 136
50 Frarning innovation 139
53 f)esign science L40
57 Constraining and enabling innovation r47
58 Large versus small firm innovation L42
6o Ambidextrous organizations 744
6t Velocity and start-up environ¡nents t45
68 Innovation environments r46
69 Clusters as a vehicle for innovation 1.46
69 National innovation systems 748
70 The co-creation of value 149
70 Open innovation and open strategy 757
77 Social innovation 1.52
Surnrnary 1.54
viii Detailed Contents

Test yourself 755 Th

Exercises 1.55 Mt
Case study: Pixar and Disney 1.56 Mt
Mt
5 Strategy: Make or Buy? 160 Mt
Learning objectives Th
160
Introduction Mt
1.61.
To make or buy? That is the question Su
1.62
Transaction Cost Economics (TCE) Mr
763
\Øilliamson and TCE Th
1.64
Vhen to make ancl buy? GI
168
Applications of TCE Th
770
Problerns with TCE Ch
1.71.
Vertical and horizontal integration Su
1.73
The importance of culture in horizontal integration Te
774
Integrating cultures after. horizontal integration Ex
176
Outsourcing Ca
180
Outsourcing throtrgh hybrid tempor.ary contracting 181
Problems with outsoutcing 8St
1.83
The political econotny of outsourcing 185 Le
Surmnary r87 In
Test yourself 188 Or
Exercises 188 C(
Case str,rdy: Big data 189 A¡
Pr
6 Str ate gy, Inter-organ izational Cooperation and Alliances 19r
C(
Learning objectives 797 St
Introduction 1.92 El
Strategic alliances 1.95 Cr
Creating value through partnerships 200 Cr
Difficulties with strategic partnerships 203 Cr
Alliance otganization - contractual agreements and governance 204 Sr
Joint ventures 206 T(
Managing strategic alliances through different stages 207 E:
Strategic networks 21.2 C,
Alliancing 21.7
Summary 222 9 Sr
Test yourself 223
Exetcises Lr
223
Case study: Menagerie' Ir
224
A
7 Strategy: Going Global )'r-f F
N
Learning objectives ))'7 À,
Introduction 228 A
Globalization 229 S
Gloï>alization: Critics and fans 233 S
Businesses boln global 233 S
Multinationals - the agents of globalization 235 P
 Detailed Contents ix

1.55 Theory of the MNE and FDI )te

237
755 Multinational strategies
1.56 Multinationals and the politics of ernployment 241.
243
Multinationals and centre-periphery power dynarnics
160 244
Multinational rnandates
246
The politics of mandates
160 246
Multinational mandates and the problem of implementation
L61. 249
Subsidiaries and legitirnacy in strategy
L62 251
763
Multinational diversification and competitive adv antage
Tlre conternpor^fy scene: Flat horizons or differentiated vistas? 25r
764 253
Glob alizatio n : Hyb r idizatio n o r co nve rge n c e ?
168 259
The BRICs and strategY
770 263
Clrina - organizations and global strategies
171 269
SummarY
173 269
Test yourself
774 269
Exercises
1.76 270
Case study: Infomedia
180
181 )1)
8 Strategy and Corporate Governance
183
272
1.85 Lealning objectives
Introduction 273
187
Origíns of corPorate governance 274
188
Contetnporary col'pol'ate governance 275
188 all
189 Agency theorY
Problerns with corporate governance ancl the
281.
79r shareholder,/stakeholdel value debate
Corporate governance, the boardroorn and strategy making 283
1.91. Strategy in practice in the boardrootn 287
192 Emergent topics in boatd research 288
1.95 Cornparative colporate governance 289
200 Corporate codes of ethics 296
203 corporate social Responsibility (csR) and col'pofate govefnance 303
204 Surnrnary 306
206 Test yourself 307
207 Exercises 307
2'J.2 Case study: Microsoft's ethics 308
217
222 9 Strategy Processes 3L3
223 313
Leal'ning objectives
223 31.4
Introduction
224
Against rational planning: Strategy as emergent and grounded 315
Five errors of strategic managelllent, accolding to Mintzberg 320
227 321
Mintzberg's five Ps of strategY
227 Mintzberg's methods 323
228 Andrew Pettigrew and process approaches 324
))o Strategy and learning processes 327
233 Strategy and cultural processes 329
233 Sensernaking 332
235 PLocesses and wisdom 335
x Detailed Contents

Strategy stories
Or gani'zational storytelling
336 \lh:
337 'ùøh
Stories as fonnal nar-ratives
341 Tvp'
Discourses as storying
342 Imtr
Summary
343 Lea
Test yourself (
344
Exercises
344 The
Case study: HS2
345 The
1O Strategy practice Sun
348 Tes
Learning objectives Exe
348
Introduction Cas
349
Strategy as practice
350
Three ways of viewing practice 13 Strr
\ùØhat clo strategists 352
do?
354 Lea
Strategy as practice, in questions ancl answe¡s
356 Intr
Surnmary
384 Cot
Test yourself
385 Tht
Exercises
385 Aft,
Case study: Ar-ticulating vision
386 Fol
11 Strategy and Organizational politics Crir
389 Pre
Learning objectives Thr
389
Introcluction Mo
390
Machiavelli Stl
392
O r ganization al politics Rel
396
Strategic interests Thr
398
Powel relations and alliances Sul
402
Multinationals and subsidiar.y politics Tes
403
Business elites Exr
405
Forms of elite capital Car
406
Resisting elites and changing strategy
4J.0
Strategy and decision-making processes
472 Glossa¡
Making decision-rnaking processes more realistic ...
41.3 Referet
Decision-making processes: The Cuban Missile Crisis
475 Index
Power in decision-rnaking
Power in non-decision-making
4ß
1t77
Types of decision-making
420
Paradoxical decision-making
422
Temporal paradoxes and consistent inconsistency
423
Back to Machiavelli
424
Bach to strategy
425
Summary
425
Test yourself 1t26
Exercises
426
Case study: The Australian Broaclcasting Corporation
427
12 Strategy and Strategic Change
428
Learning objectives
428
Introduction
429
 r Detailed Contents xi

E
ß-

336 rù(/hat is strategic change? 430

337
I .ùØhydoes strategic change occur? 434
444
341 Types of change
446
342 Implementing change
343 Leading strategic change: Sensemaking, symbolistn,
344 communication 452
457
344 The role of rnetaphors and stories in strategic change
462
345 The politics of strategic change
468
SummarY
34a 469
Test yourself
469
348 Exercises
470
349 Case study: Strategic change at FitCo
350 474
352 t3 Strategy Rebooted: The Futures of Strategic Management
354 Lealning objectives 474
356 Inttoduction 475
384 Context 477
385 The discourse of strategY 480
385 After the war was over 483
386 Follow the tnoney: Stlategies, salaries and performance 484
Crisis, what crisis? The present ancl recent past of strategy 489
389 Prefiguring thc cul'rent crisis 493
The future of strategy: Old wine in a new bottle? 495
389
Moral sentirnents and strategy 497
390
Strategy and the V'\)Ø emissions scandal 501
392
Rebooting strategY 504
396
398 The state and sustainable strategies 51r
402 Sutnmary 515
403 Test youlself 516
405 Exelcises 516
Case study: Australian coal mining 517
406
4to
41.2 518
Glossary
4t3 I?eferences 525
41.5 585
Index
4L6
41.7
420
422
423
424
425
425
t+26
426
427

425
428
429
 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
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
t 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 imagina-
tion 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 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
axt) 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.
ped to
Andrea started her academic career in Natural science, then did a phD
tegy2e
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.
rg
\Øhile doing an ethnography of a grollp of management conzultants for her doctoral
s, and tesearch, she was fascinated by the social, political, maÍerial and discursive processes
ching 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 Stewart
for twenty years directed the Centre for International Business and Kornber
Management (CIBAM) at both the University of Cambridge, where retiring
he is a Life Fellow of Queens' College, and the University of Bath, of Chris
where he was also a Professor of Sustainable Global Business. rnttch-re
He has held visiting appointments, at the University of California attributa
Berkeley; Copenhagen Business School; Universiry of St Petersburg and University of with gra
'W'e
Technology Sydney among others. He has published extensively in leacling Strategy, ¡

Organization and International Business journals, single-authored and with the leaders Kirsry St
in these fields. have ber
Stev
the drafi
Organiz
Technol
Danielle
Spender
)focesses
ogfaphic
on how
;. Central
oplicated
:mplar.

tfofessor
led, and Stewart and Jochen wrote the first edition of the book with Chris Carter and Martin
ness and Kornberger. The second edition sees a new authotial team, with Chris and Martin
e, whete retiring and being replaced by Andrea Whittle and Christos Pitelis. The contlibution
of Bath, of Chris and Martin was essential to framing this project in the first instance. In this
usiness. rnuch-revised second edition, to the best of our knowledge, specific contributions
alifornia attributable to their input are not present. We acknowledge their past contribution
'ersity of with gratitude'
Strategy, We also wish to acknowledge the support and encouragelnent for this project of
: leaders 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_
Acaderny of Managetnent, 73-14 Ariño, 4., 205
ion oJ'the Academy of Management Journal (jottrnal), 14-1.5 Arrow, KJ., 163
Acadenry of Management Reuiew (jotrlnal), 14-15 Artlrur Andelson, 381
acculturatlon, I />-L /o Aslrforth, 8.8.,467
additive strategic change, 459-460 Aslrwell, R.,32-37
adhocrac¡ 213-2L4 Aspiritech, 306
Adnx¡nístratiue S cíe n c e Qr ørlerþ (j oumal), 1 4- 1 5 asse.t speciÊcity, 13,56, 163,765,167 ' ,

agency cost,279 assigned arl'angeltìents, 206

agency rlìeorf 186-187, 276-281., 290, 48O assiurilation, 175
aggregatiqn, 106 AstraZ\eca,466
agile orya$izations, 99 A.T. Kear)¡ey, 495, 496-497
Airbnb, 23þ AT&T, 50 ' .

ailline indirstry, 51, 60, 201-202, 402 Atl<inson, M), 507-508

Alchian, A.lþ,., 281, 282 Atlânta Syrnpl\ouy Ofchestra, 442-443, 456
Atdi,62,68,404 Atlassian,234
Alexander VI, Pope,393 attractiveness, 59
Alibaba, 113 Attdi, 58
Alice in Wonderland (Carroll), 3 Augier, M., 140
Allergen,466 Aulil<, J., 495-496
alliance-buildir:'g games, 399 Aussie Cornnrercg Gtou¡r, 77
alliance capitalistn, 193 Arìstralian Broadcasting Corporation (ABC),
alliance governance, 204-206 471.,427
alliances. .t¿¿ strategic alliances Arrstralian Musetutt, 224-226
alliancing, 217-222 automol¡ile indr,tst|Y
Allison, G., 415 arnbidextrous organizations in, 144
Alvesson, M.,484 globalization and, 27 O-27 L
Arnazon, 127, 126, 128, 234, 488-489 innovation and, 124-725, 733
anrbidextrous organizations, 744-745 joint ventures a:nd,2O6
Anrerican Civil war (1867-1.86Ð, 6, 7 as mature industfy, 48-49
American Online (AOL), L76-177 outsout'cing and, 180
Anderson, C., 131 strategic alliances and, 2O3-2O4
Andrews, K.R., 9 stÍategic groups in,58
Anglo Arnerican, 517 trade unions and,57
Anguela, R., 146 VW errrissions scandal ¡nd, 507-504
Ansoff, H.I., 9-70, 3I5, 316 TIce Awakening Gi6,nt (Pettigrew ),324
APN News &Media,77 ,A-relrod, R., 193
Apple
celebrity and,38l-382 Bachrach, P., 418
designJed innovation and, 1.36 Baclen-Fuller, C., 12!
digital platforms and, 1.26 Badlrarrr, R.,397,463
globalization and,232 Baigorri, M., 20
innovation and,74l Bain, J.S., 41, 89
lPod and,94 Balogun, J., 43O, 442,452453,457
outsoul'cing and, 187 Banerjee, S.8., 305, 510-5ll
product leadership and, 68 Bang & Olufsen, 62-63
strategic alliances and, 200 Bansal, P., 506-107
Appleyard, M.M., 151-152 Bantz,M,,478
appropriability, 106 Barber', E., 28
arbitrage, 228-229, 240-241 ßarclays,299
Argylis, C.,328,37O Ilarings Bank,299
586 lndex

Ballow, J,P, 1.12 brandsExclusive, 7 l-78 Centre for CorPora

Batnett, W., 41t Blanson, R., 379, 380, 381 (ccsc),324
Bar.ney, J.8., 92, 96, 98, 799, 237, 331 Brazil,253,26O Cespedes, F., 459
Barry D., 340, 358, 363, 458 BRtCs,259-269 cbaebol,289
Bartlett, C.A,,238 BlidgeClimb, 103 Chaktavattqt,P.,4)
Bartunek, J.M., 4tt4-445 Blitish Airways (BA), 402 Chamberlin, E.H., {
B^teson, G.,329 Britislr Petroleurn (BP), 21,3-2t4 Chandler,4.,8-9, .

Bauerschmiclt,4., 58 Brown,4., 137-138 Chanel, C.,72

Baunsgaard, V.V.,443 Brown,4.D., 363 Channel,62-63
BCG rrratrix, L6, 45,351, 401 Buchanan, D., 397, 463 Channon, D,,255
Bear Stear.ns, 279 Btrckley, P., 236, 237, 239-240 Charan,R.,273
Beckharn, V,, 379, 380, 387 btrdgeting garnes,399 charismatic transf<
Bednar, M.,438 Btrnch, D.S., 42 Chery,48
behavioural theory, 8 Buono,,4..F., 175 Chesbrough, H.\ùØ.
behaviout'al utrcer.tainty, 166 bureaucracy, 213-274 clria, R., 32O,364-
Bendix, R., 295 Bulgelnran, R.,4.., 320 child, J,, 268-269
Benetton, 22 Burger King, 68 Cllin^,261,263-21
Berfield, S., 20 Burns, R., 390 China Securities a
Berle, AJ., 274-275 Br-rsh, G. ì(r, 2! (csRC), 289
Berrone, P., 278 business elites, 405-472 chittipeddi, K., 45
Berry, J.V., 175 Bus¡ness Etbics (journal), 199 Clroo, J., 275-276'
Bessant, J., 128, 133, 147 Bt tsíness Ethics Quarterl? (journal), 499 Chrisman, JJ', 58
Betaphar.rn, 306 Business Model Canvas (BMC), t29-131, 129 Christensen, C., ll
Bezos, J., 488489 business lnoclels, 728-131, 1 29 Chrysler, 58
Big Data, 1,89-1.90, 505 Btrsiness Process Reengineering (PpF.), 452 Ciceto,392
Tbe Big Sbort (fiLn), 490 brrsiness schools, 7-8, 494 Ciofñ,J'W.,273
Biggaf t, N.U/., 295-296 business unit stlategies, 39-40 Cisco, 192
Bilcl Am Sonntag (newspaper), 503 Butler, R., 420-422 civil disobedienct
Bild Zeítung (newspaper.), J0J buyer power', 54 Clarl<, K.8., L41
Bill and Linda Gates Fourclation, 25 BYD Auto, 206 Clausewitz, C. vo
Bing, 113 Clegg, S.R., 217, :

Birkinshaw, J., 83-84, 1,47, 1,51,,246-247 Cadbuly Repott,275 408,443,44Í

Bitcoin, 128 Cadogan, A.,216-217 Climate AdaPted
Blacl<berry, t36 California Public Employees Retirernent clustels, 146-747
Blair, M., 282-283,5I2 System, 275 coal mining, 517
Blai-f,T.,391¡ Canillws, J.C.,25-27 Coase,R., 12-13,
Blockbuster, 18, 434-435 Carnpbell,4., 106 coasting, 138
Blue Ocean Strategy, 69 Campbell, J., 364 Coca-Cola,23f
BltreScope Steel, 97, 110 capabil ities. S ee ot ganizational capabil i ties Coclt,L.,465
BMIø, 5S capability-buil cl ing, 2OO -2Ol codes of ethics, :

boalclroom and boar.d l.esearch, 283-2g9 CctÞíttil (Marx and Engels), 1185 Cofl R.W., 83
The Body Shop, 65 Caþitcilisnx, Sociøtlism and Dem.ocrcr.cy Cognitiue Edge (
Boie, D.M.,337 (Schurnpeter),11p cognitive maPs,
Bolancl, P.J.,I37 Cappelli, P., 257, 26t-262 Cohen, M.D', 32
Bollarrd, M., 20, 767-1,68 carbon tax,511 Collingriclge, D'
Boln.rarr, L,G.,373 Carlsen,.A., 360 ColloPY, F., 137
Booz & Company, 48 Calnegie,.¡\., 380 collusion, 5L
Botgia, C.,393 Carnegie Foundation, 7-8 combination, 10
born-global frtnts, 233-2j5 Carney, M.,265 communication,
Bosch, 502-503 Catpenter, C.,447 CornmunitY Inn
Boston Consulting cror¡p @CG), 12, 44-45 Catroll,B,,377 comparative coi
bourrded rationality, B, 13, I4t, 164-1.65, 4j,2_413 Carroll, L., J comPetencY tra
Botrqtret, C.,246-247 Carrer, C., 354, 4BO, 486 colrpetitive ad]
Borrrdien, p, 350n1, 363,406-408 Cascio, W, 210 rypes of, 61, r

Bowclirch, J.L., 175 Cassorr, M.C,,236 value chain a

Bowne, 8., 4!p Castells, M.,216 See also sttsta
Braclach, J.L., 168 Castro, F., 415-4L6 Comqetitiue Stn
Blaithwaire, J., 511r Catmtrll, 8., 1.56, 1.58 cotnpletnentots
Branclenburger,,¡t.., 57 celebr.iry 379-383 comPlements, .
Blands4friends .cle, 7 I-7 2 centr¿lized hul>s, 238-239 i; cornPlexitY, 2!-
:l
È
!ì

ü
 lndex 587

comprehensive alliances, 195

Centre for Cot'porate Strategy arrd Change
consensus strategy, 319
(ccsc),324
constrictecl decisions, 42I, 421
Cespedes, F., 459
consulting, 367 -37 3, 369, 57 L, 439-440
cbaebol,289
4)2 contingeily Perspective on change' 444-446
ChakravarttY , P. ,
contradictorY interests, 27
Chamberlin, E.I'I', 8
25r, 255, 274, 3r5' 316 control, 106
Chandler, ,A.., 8-9' 17O,
Convention on CorPotate Accotrntability' 305
Chanel, C.,72
Cook, D., 158
Channel,62-63 (IFC)
.oopá.u,io.r. Se¿ Inter-Film Cooperation
Channon, D', 255 1' 192-193
coopetition, 17
Charan,Ii.',273
coorclinated fedetation, 238
charismatic transfortn¿tion, 45O' 450
coordination, 106
Chery, 48
corbett, R., 286
Chesbrough, H.'ù(/., 131, 1'57-1'52
core competences, 80-81, 90
Chia, R., tto, 364-365, 423
Coriat, 8., 148
child, J., 268-269
Cornelissen, J, l'., 459-460
china, 261, 263-269, 419. see ¿/so BRICs
corporate governance
China Securities and Regulatory Cornmission 27 6-281, 29O
agency theofy
1ç5¡ç), 289 ^nd,
case studY, 308-312
Chittipeddi, K., 453-456
codes of ethics and, 296-303, 308-312
Clroo, J., 27 5-27 6, 289-293
comParative view of, 289-296
f, Chrisman, JJ., 58
contenlporary scene aud, 275-277
t, 129 Clrristensen, C.' 1'27 ,299
context of,273-274
Chrysler, 58
corporate social responsibility and' 303406
Cicero,392
,452 em;rgent topics in boarcl research a¡d'288-289
Ciofß' J.w.,273
origins of, 274-275
Cisco,192
in plactice, 287-284
civil disobedie ¡ce, 493
problerns w itl't, 287 -283
Clark, K.8., 141
C von, 5-6, 5
,,r.,.gY rnaking a¡d, 283-286
Clauscwitz,
.o.p.,r.ä social Ãsponsibility (CSR), 303-306
Clegg, S.R', 2r7, 278-222, 3o}-3o3' 355456' 357'
corPorate sovel'ei8nty, 5 13
408,443,448
(CAPS)' 138-139 col'porate stt ategY, 39 -4O
Climate Aclapted People Shelter
Cotþorate StrategJ) (Ansoff), l0
cltrsters, I46-t47
correctness, 357-358
coal rnining, 517
Cotrs Charnbers Westgatth, 441
coase, R., lz-t3, t6t,163, 168,193-794,282
corruPtion, 264, 5OI
coasting, 138 437
cost làadership , 61-62, 61 , 64, 65, 66,
89
'
Coca-Cola,231
cost of entrY, 59
ties Coch,L.,465 6 (sh,i P), 3O1-3O3
C o s ta C onc o rd¡
codes of ethtcs, 296-303, 308-312 D, 4O9, 417, 466-467
Cottrpassou,
Coff, R.V., 83
Cray,D',420-422
Cognitiue Edge (bloÐ' 337
Creative, )4
cognitive trra'Ps, 325, 330' 333, 335
creative destrttction, 719-121
Colren, M'D., 320, 413-474, 415
creativicY, 16,102
Collingridge, D.' 413
Crenson, M.,4I8
CollopY, F., 137
Crouch, C., 495
collusion, 51
Ctrban Missile Crisis (1962), 415-4ß
cornbination, 109
ctrlttrlal integration, 77 5-17 6
cotnrnunication, 106
cttltttre
Community Innovation Strrvey (CIS)' 148
delìnition of, 329
comParative corporate Sovernance, 289-296
globalization and, 23O-23I
comPetency lraqs,2I0 4-180
lrorizontal integrâtion and, 17
competitive advantage
str¿tegic Processes and, 329-332
types of, 6t,61,66
Cutrrtnings, 5., 75-17, 448
value chain and, 85
(SCA) Cunha, M.P.E., 132
See also sustainable competitive aclvantage
(Pot'ter), I l'-12 Cusatnano, M.A., I24
Cornpetitiue StrategS,t
customer intirnacY, 68-6!
complementors, 57
Cyert, R.M., 73,83, 161', 165
complernents, 152
Czarniawska, B'' 337 -338
complexitY,25-27
588 lndex

Daellenbach, U., 15-17 dot.com collapse, 491-492 exogenou

Dainler,206 double loop lealning, 328 expertise
Das, T, 2O8-2O9 Dotrgherty, D., l4O-742, L43 explicit kr
D'Aveni, R., 51 Douglas,J.,413 Exploring,
Davis,4., 4a5-486 Downing, J.H.H., 492 externalizr
Davis, G.F., 187, 288, 479, 484 Duarre, N.,363-364 Ezzamel, I
Davis, M., 132 Dukerich, J. 8., 1156
Davis, S.M., 239 durnbsizing, 368 Facebook,
cle Cock, C., 461 Dundon, T., 4L! Fagerberg
de La Ville, V.1.,457 Dunning, J., 193,237 Fairhulst,
de Onzoño, 5.L,494 Dtrnphy, D.C., 444, 450-457, 45O Fama, E.F.
Deal, T.E., 33O,373 durabiliry, 95 familial ca
decen tlalized fecletation, 238 Durisin, B., 277 Fascism, 4
decision-rnal<ing plocesses Duttorl,J. E.,456 Faulkner,
Cuban Mìssile Crisis and, 415-46 Duysters, G., 201r FeclEx, 62.
non-decision-r.r-raking ancl, 417 -42O Dyas, G.,255 Fenton, C.
overwiew o1,412-1t13 Dyer, J.FI., 208 Ferrer, Q.,
as paradoxical, 422-424 <lynarnic capabilities (DCs), 83, 97 -105, lOO, 237 Ferrill, ,4..,
powel in, 416-417 Fiat,2O3-',
as realistic, 413-415 East Asian hybrid capitalisnt, 295-296 Filo, D., 1.
types of, 42O-422,421 East India Cornpany, 231t, 1t29-43O Financi¿l I
deculttr¡¿tion, 17 5- 17 6 eBay,64,126,728, 151 frnancializ
delegated alrangements, 206 Eccles, R.G., 168, 1.72 Fisse, 8., !
deliberate strâtegy, 317 -318 ecological model'nization strategies, 3O4-3O5 Firco,462
Dell, 28, 64, 66, 67, 68-69 economic neo-liberalism, 47 6, 484-488, 499, 573 Fitzgerald.
del¡and, 1rl econornic rent,43-411 Five Forcer
democracy,476 Econornics of Goocl ancl Eull (Secllacek), 480 Flerning, I
Dernserz, H., 92, 193, 28I, 282 7he Econo m.ist (newspaper), 252 Fligstein, I
deployment, 152 Eisenberg, H., 368 fluid decis
design attitucle, 1Jl Eisenlrardt, K,, lO4, 145, 287 fluidity, 14
desigrr-led innovation, 136-747 Eisner, M., 157 Flyvbjerg,
design science, l4O-141, Elrnes, M., 340, 358, 363, 458 focus,6L,
design thinking, 137-138 embedded mobiliry 409 forcecl evc
DesJardine, M., 506-507 emergent strâtegy, 3I7 -318, 3 1 8, 466 Ford, 58, 2
detaclrment, 320-327 ernefgent theory,323 Ford Foun
cler,rteroJearning, 329 EMI,90,103, r19 Ford Moto
Deutsche Telekorl, 41 EÍtirates,1rO2 Foreign Di
Deverall, D.,1,O4-lO5 emotions, 359 262,2
Devinney, D., 386 errployee voice, 4 l)-42O formalizati
dictâtorial tlansformation , 45O, 45O ernployees, 57 fortuna, 1t

Diefenbach, T, 418 ernployment, 21tl-243 Fortune (r.

diffelentiation, 6 l-65, 6 1, 66, 84-85, 89, 424 enclogenous innovation, 267 Foucault, I
cligital networl<s, 2 !5-276 energy,141. Foxconn, ,
digital platfolrn s, 726-1.27 Engels, F., 485 fracking, 3
cligital tlansforrnation, 126-1.27 Bnron,299,381 Frame Inn
DiMaggio, PJ.,2r5,495 entrepreneufial stl'ategy, 318 framing, 1t
disciplinary power, 412 ent¡y barriers,55,89 France Tel
discotrrse(s), 342-3tt3, 480-483 environmental rnodelling, 15 Die Frank
disluptive technologies, 127 -128, 189-190 Envit'onnrental Protection Agency (EPA), 50 1-502 (new.s
diversification, 41., 59-60, L6l-762, 25 1 equily alliances,205, See also joint ventures Franklin, I
(livestnìents, l6 equity joint verìtures (EJVs). Se¿ joint ventlrres Fteedman,
division of labotrr, 321-322 Erilcsson, P.,355,365 Freedrnan,
Dogan,M.,406 Erkann,N.,444 Freeman, (
Doig, S J., 184 Esser, D.8., 299 freemium,
Domino's,28-2! Ethisphele, 308 French, J.I
Donaldson, L., 369-370, 438, 496 ethnocentt'icism, 231. Frieclman,
Dooney, H.,21,1.-21,2 Eucaþptus saligna,147 Fliis, J., 64
Dörrenbächer, C., 241 Etrropean Cornmission (nC¡, t¡1, 31, Fujimoto,'
Dolst, I(., 139-140 European Union (EU), 41 functional
Dosi, c., 90, 98 evoltrtionaly change, 444-446 functional-
 lndex 589

exogenously introcluced innovation, 267-269 Fttller, O., 1.5

expertise games,399 The ltLt.ture of StrategJ) (Aurik et al.), 495-496
explicit knowledge, -1O8, 368
1.O7
Erploring Strategíc Cbange (Balqgun ancl Haleþ,43O Gallagher', M.8.,266
extelnalization, 108-109 Gallouj, F., 734
Ezzamel, M., 342-343, 365 game theory, 193
Gamnelgaard, J.,24J
Facebook, 189-190, 2i.3, 234 garbage can,4l4
Fagerberg,J., l18 Garfinkel, H., 35On7, 359n2
Fairhr.rrst, G.T,, 459, 468 Gates,8.,25, 381
Fama, 8.F., 277,278, 479 Gates Foundatiou, 25
fantilial capitalism, 292, 294-295 Gates, L.,2J
Fascisn-r, 483 Gawer, A.,724
Fatrlkner, D., 106 Gehry, F., 722,136-137
FeclEx,62-63 Genefal Motors (GM), 58, 744, 2OO, 477
Fenron, C.,363,365 general public, 57
Ferrer, Q., 20 generic strategies, 60-67, 61, 66, Bj, 89
LOO,237 Ferrill,,A'., 3 geographic alliances, 799 -2O0
Fiat,203-204 Geringer, M., 208
Filo, D., ll2-ll3 Geroski, P.A.,42
Financial Times, 126 Geyskens, I., 171
nancialization, 494-495
fi Ghemrntat, P,, 22)
Fisse, 8., 514 Ghoshal, S., 2J8
305 Fifco, 462, 470-473, 471 Giddens, A., Z9S, 350t:t1,51.O
99,513 Fitzgerald, M.,726 Gioia, D.4., 453-456
Five Forces Model (porter), 76, 53-j7 , 54, 66,66, 435 Glaser,8.,323
r80 Fleming,4,,411 Glass-Steagall Act, 490
Fligsrein, N., 27 5-27 6, 289 -293 Global Financial Clisis (GFC)
fltrid decisions, 427, 4Zt autornobile inclustry and, 48, 1.44
fluidiry, 140 causes of, 478
Flyvbjerg, 8.,346, 347, 356-357 corporate govel nânce and, 278-279, 299
focus, 61, 61, 64-66, 66, 89 globalization and,235
forced evolution, 45O, 45O inn<¡vation and, 1.5'J.
For'<l, 58, 203-204 overview of,489-1t95
Fold Foundation, 7-8 Shabby Chic and,36-37
Ford Motor Company Ar¡srralia, 270-271 strategic managernent and, 47 5-47 6
Foreign Dilect Investlnent (FDI), 231, 236-237, Global Reporting Initiative, 303
262,266 glob^liz^tion
forrnalization, 320-327 boln-global fir'rns and, 233-235
fortuna,424 BIìICS and, 259-269
Fortune (magazi¡e), 381 bt¡siness elites and, 405
Foncault, M,, 342, 350n1, 4Io, 472 case study,270-271.
Foxconn, 187 critics and fans of,233
fi'acking, 30 as crrltulal phenomenon, 230-231
Frame Inn ouati on (D or st), 1 39 -I 40 definition of, 228
franing,459 as econor.nic phenornenon, 237-232
France Telecorn, 41 as historical phenomenon, 229-230
Díe l:rønkfurter Allgeneine Zeitutxg as hybridization or convergence, 253-259, 2Sa
tI-502 (newspaper'), J0J See also Irrultinâtional enterprises (MNEs)
Franklin, 8., 16 glocalization, 232-233, 236
res Freedman, M.,215 Glynn, M.r\., 442-443, 456
Freedrnan, P.,123-L24 Golso¡khi, D., 383
Freeman, O.,372-373 Gornez, l'.Y,,275
fi'eenriurn, 131 Gonzales, L.,28
French, J.R., 465 good business practices, 121
Fliedrrran, T.,229, 251-252, 252 Goods-Dorninant (G-D) logic, 134-735
Früs, J., 64 Google
Fujimoro, T., 141 Big Data ancl, 18p-190
functional alliances, 195 celebrity and, 381
fturctional-level strategies, 40 digital platfornß ancl,'1.26-'1.27
590 lndex

Google cont. l-righ-velocity environments and markets, 1,04, 145 innovati(

Miclosoft and,371 Hirst, P.,229 defrnit
multi-sicled platforms and, 111 Hirr, M.A., 209,259 as desi
st(ategic processes ancl, 330 Hive, 153-154 irnpror
as virtual rnonopolist, 488 Hobson, J.4., 4P8 institì.ll
VRIN lesources and, 103 Hodge, G., L83 as key
Goth,J.,44-45 }jolt,R.,423 in larg'
Gottfredson, M., 181 Honda, 58,133 nationr
Gouldner, 1\.U/., 297, 298 Hood, H., 83-81r as Nev
governmen ts and gover-nment pol icy, 41', 1'20, 1'9 6 Hope,W.,492 open s
Grahan, D,,345 horizontal integration, 767-162, 17 3-180 as radi
Graharn, P., 113 Hoskin, K., 6-7 SEfVTCC

Grarneen Bank Project, 152-153, 306 household appliances, L24 as socl

G¡anovetter', M., 1,72 Huawei Technologies, 267 velocit
Grant, R.M., 98, 705-106 Hulr, G.T.M., 118 innovatic
Glaphics Group, L56 human resources, 83, 84, 84 Innovati<
The Gratefr-rl Dead (band), 732-133 Hurnphley,4., 9 innovatic
Gny,8.,207 Huse, M., 287 innovato
Grcen,J., 132 Hutchison 3c UK (3UK), 4f InstitLìte
Greenberg, D.N., 460 Hutron, W., 263, 266, 484 institutio
Greenpeace, 3O5, 325-327 Huy, Q.N., 353 institutio
Greenspan, A.,492 hybridization, 152 institLltio
greenwashing, 303-304 Hymer, 5.,236,251 institutio
Greve, ÉLR., 398 hypercompetition, 51 integrate
Grossman, S., 281 integrati(
Grove,.A., 57 Iansiti, M., 125 integrity,
Gruncly, T., 1t37, 444-445, 445, 446 rBM,40, 42,192,204 Intel, 57
Gr.tcci,62-63 IDEO, L37-138 intelligib
Guillén, M.F.,292-293 ideological modes of ration^lity, 443 Inter-Fil'r
Gulbranclsen, I.T., 505 ideological strategy, 319 allianc
Gurteen, D.,339-340 Iger, R., 158 case st
gutus,12 LKEA,62,66-67 clefinit:
Guthey, E., 383 Imber, J.8., 406 strateg
implementatio n, 246-249 20
Habermas, J., 475-476, 493-494, 495 IrnPlementing Strategic Cba.nge (Glundy), 437, 445 strateg
habittrs, 1106 imposed straÌegy,3l9 internal <

Hackenberg, U., 5O2, 503 improvisation, 132-734 inte¡nalii

Hacldock, R., 48 In Searcb of Excellence (Peters and Vatelnan), 330 Intel'natii
Flailey, V.H., 430 incremental innovation, 121-124, 122 (rcc
Hamel, G., 1,2, 95, 381, 395 India,26O. See also BP.ICs internati(
Harnilton, G.,295-296 Inditex, 20 Inter:nati,
HaÍdy, C., 359n2, 362, 363, 408 Industrial O r ganization (IO) approach, 1 1- I 2, 241,-
ÍIarf, J., J 40-43, 53, 58, 165, 193 Internati'
Hart, O., 281 industry analysis, 53. See also Five Folces Moclel Inte¡natir
Flatch, J.M., 133-734 (PorteÐ Internet,
Hatz, \ø., 5O2,503 inequity, 485-488 Internet ,

Hawtholne studies (Mayo), 46Ç465 Tlte Infhrence of Sea Power u.pon Hßtory (Mahan), 6 Intranet I
Flayel<, F., 476,501 Infornedia, 270-271 irtvestrle
He, D., 169 infomeclialies, 52 iPhone, 1

Hecker,4., 181 innovation iPioneer,

Hedltrnd, G,,83-84 ambidextrous organizations and, 744-145 iPod,,94
Heimeriks, K.H.,2O4 antecedents ol 118-119 Isazrcsou,
Helfat, C., 83 business models and, L28-I31,129 isolating
Hennalt, J.F., 194, 236-237 case study, 156-159
Helodotus, 3 in China,266-268 Jachall, I
hero's journey, 364 clusters as vehicle 1o\ 146-147 Jacl<son,
Hertz,R.,406 co-creation ofvall¡e and, 118, 149-1,51 Jacobs, R
Hesterlf ìø.S., 199 constl'aining and enabling factot's in, 141-11t2 Jacques,
Hickson, DJ.,42O-422 creation of value and,84, 84 Jarosch, J

High speed 2 (HS2),345-347,346, 346 as creative destruction, 719-72I I

Jalzabko'
 -F

lndex 591

to4, t45 :
innovatiott cottt, Jensen, M.C., 187, 277,278, 478,479
defirìition of, 116 Jcnsen, T., 298
as design-lecl, 136-141 Jolrs, S., 69, 156-158, 363-364, 379, 38O, 381
improvisation, trial and error in, 132-134 Jolrnsorr, G., 43O, 437-438, 444-445, 453
institr¡tional entlepreneurship and, 746 joint ventures
as key concept, 16 as key concept, 16
in large versus small frtms, L42-1.43 overview of,2O6-2O7
national innovation systems a:nd, L48-74) strategic alliances and, 795, I99-2OO
as New Product DeveloPlnent, 117 Transactiolì Costs Economics and,'J-94
open stfâtegy and" l3l, 151-152 Tbe.lournal of Business Etbics (jorrral), 4))
as radical vetsus increme ¡tal, 127-124, 1 2 2- 1 23 Judge, T.4., 4
service introvation, 1'34-736 Judt, T., 483, 497-498
as social, 752-154 Jullens, J., 48
velocity and,145
innovation and resource-value creation, 92 Kahn, K.8., 117
Innovation Bay,745 Kamoche, K., 132
innovation platforms, 124-727 Kang, S.C., 83
innovatols' dilelnma, 727 -L28 I(anter, R. M.,132,447
Institute for Mittelstancl Research (lfM), 29 4 Ikplan, S., 360-361
institutional entrepreneurship, 146 Katkalo, VS., 98, 101
institutional innovation, 268 Kay, J',82
institu tional logics, 362-363 Keen,4., 103
ilrstitrìtiolìal theory, 18L, 783-184 keiretxt., 295-296
integrated netwolks, 239 Kennedy,4.,{., 330
integration, 775,424 Kennedy, J.F., 41'5-476
integrity, 141 Kennedy, R., 415
Intel, 57 Kets de Vlies, F.R., 370
intelligibility, 357 -358 I(eupp, M.M., 134
Inter-Firm Cooperation (IFC) I(eynes, J.M., 395
alliancir-rg and, 277 -222 I(eynesianism, 477, 484
case stttdy, 224-226 KFC,68
clefrnition and theories of , 1'92-195 Khan, F.R., 245
strategic alliances and, 77 L-17 2, 192, 1'95-206, I(hurana, R., 381, 383
207-212,20a, 402-403 I(im, I(., 207
,437,445 strategic networks an<!, 212-217 I(inr, \rV.C., 69,34O
internal capabilities, P0 Kirld of Blue (alburn), 132
internalization, 7O9, 236 King, M.L. Jr'., 363-364
nan), 330 International Council on Cleau Transportation Kjonstad,8.,297
(rccT), 501 Klein, 8., 163
international cLll'rency market, 50 I0ein, N., 728,3O4
Intefnational Labour Organization (ILO), Klein, P.G., 282-283
1-72, 241-242,304 Kniglrrs, D., 342, 35o, 354-355, 4r2, 452
International Monetary Fund (IMF), 228 knowledge, 2, 396-397. See ako social capital
; Model International New Ventures, 234 knowledge acquisition, 706, 2O7
Internet, 23O, 231-232 knowledge assets, 93
Internet of Things (IoÐ,53 l<nowledge-based organizations, 107
Mahan),6 Intranet systems, 109-110 l<nowledge-based resources, 93
¡nvestment alliances, 196 knowledge-based view (IßV), 1 05-10 6, I lO, 194'
ìPhone,232 237,281
iPioneer, 778-179 Knowledge Cafes, 339-34O
145 iPod,94 Tbe Knowledge-Creatírxg ConxparxJ) (Takeuchi), 107
Isaacson, W., 6P knowledge management, 107-110
isolating rnechanisms, 59 I(odak,18, ll9,I2l
I(ogrìt, 8., lO5, 21O, 237, 241, 256
Jackall, R,,297-298
Kondl'atieffl N., 478
Kot,Y.Y.,94
Jackson, M.,5,297
I(orinc, H., 275
Jacobs, R., 90
I(ornbelger, M,, 6, 217, 355-356, 357
47-142 Jacques, M.,263
I(ostova, T., 256
Jarosch, D.,71-78
Kotter, J.P., 239, 448-449, 464, 465
Jalzabkowski, P., 353, 354, 36 1, 362, 368' 5oo
592 lndex

I(raaiienbfink, J., 96, 98 manclates, 244. See rrlso lrultinational mandates Mintzberi
Krarrer', M.R., 283 Mantete, 5., 373-377, 1Í59 on bus
I(retschrrer, T., 181 Marceat,J.,1.54 champ:
Krvgnan,P.,252 March, J.G., 13, 83, 90, 133, 161, 165, 32o on eIn(
I(rumay, 8., 306 market nationalisn, 266 31
Kuhn, T.S., 14 marketing alliances, 196 on lnnl
markets,50-52 Machia
labotrl mall<ets, 241,-243 Marks & Spencer, 18-20, 21-24, 167-168 on polì
Laine, P-M., 365-366 Marshall,4., 84 on stra
Langley, A,,363,365 Martin, G.,271 on stra
Lanzara, D.F., 1.20 -1,21 Martin, J.4., lO4, 145, 337 )5
Law,J.,354 Martinuzzi, A., 3O6 on stra
Lawre¡ce, J.,239 Maruti, 48 Mises, L.
Lawlence, T.8., 360 Marx, I(., 83, 282, 485, 5O7 Mishel, L
leadersl-rip, 377-379 Mason, E., 41,21,5 Mitsuhas.
Ieaelhtg Cbange (KotteÐ, 448-449 Matala¡,68 Míttelstat
learnin g orgarìizations, 327 -329 rìratrix or ganizatio¡s, 239 mobility
Lee, S-Y., 113 Manborgne, R.,69,34O Le Monch
legirirnacy, 249-250, 28O, 362, 4O8, 41.5, 493 Mayer, M., 713,255 moneta¡i
Lelrnan Brothers, 278, 279, 299 Mayo, E., 464-465 monopol
Lehtirnäki, H., 355, 365 Mazda,58 Montagnr
Lenovo, 40 McDonald's, 30, 68, 128-129 Montevet
Lé¡;inay, Y.A., 4O6n2 McHtrgh,l\., 320 Moody, J
Levien, R., 12! McKa¡ 8., 320 Moore, J.
Levy, A.,445 McKendrick, D., 44 moral se;
Levy, D.L., 4O4-4O5 McKinlay,,A.., 109 Morgan,
Lewin, I(., 446-447 McKinsey Global Institute (MGI), 252-253 Morgan,.
Licll,4Ùlt Mcluhan, M.,505-506 Morgan,
Liebeskincl, J.P., 107 McNulty, T.,287-288 Molrison
Linclblorn, C., 327, 413 Meacham, J.4., 336 Mounotr<
Linclsey, M., 20 Means, C.G., 274-275 Mottrinhr
Lindse¡ N., 20 Meckling, lí.H., 187, 278,478,479 Mueller,
Littler, J.,379 Menagelie, 224-226 Mueller,
London, 25zt-255 Metcecles, 58, 62-63, 68, 5O3 rnulti-div
Iong Range Planning (journal), 75-f6 lnergel's and acquisitions (M&A) rnulti-sid
the long t^il,731, calct¡lations for, 59-6O ,nLÌltinati
Los Angeles, 125 vs. ioint ventures, 206 multinati
Lotris, M.R., 444-445 as key concept, 16 as
^get
Lr-rcasfilm, 156 strategic alliances and, 21,1, câse st
Lul<es, S.,452 See also horizontal integration centLe.
Iulu.com, 13l Me¡ton, R.K., 28 conten
Lusch, R.F., 134-135 r.netaphors, 333, 359, 459 definit
Lush, 65 Meyer, 4.D., 436-437, 438 legitirr
Meyer, C., 86-88 ofganl
MacDonald's, 231 Meyer, J.W., 298 politic,
Maclriavelli, N., 4-5, 4, 392-396, 424-425 Micklethwaite, J., 232 theory
Machiavellianism, 4 micro-fl nance, 152-153, 306 multinati
Mackay,8.,364-365 rr-ricro-politics, 4Ol-4O2 multinati
Maclean, M., 28O, 283, 4lO Microsoft l)lultinati
nracLo environ nent, 45-49, 48 Bing and, llJ Murdoch
Madhok, 4., 162 celebrity anc[, 381 Mulray, ì
Mael, F,A.., 467 cocles of ethics ancl, 308-31,2 rnusic in
Mahan,4.T., 6 corriplelnentors and, 57 mu tual c
Mahindra & Mahinclra, 48 digital platfoln s and, 126
Mahr.nood, LP., 116 rnonopoly and,5O-51 N-form, i

Mahoney, J.T.,92,91t Sl<ype and, 64 Nag, R.,

Maitlis, S., 360 military strategy, 3, 5-7, 7 Nahavan
Malel<zacleh, 4.R., 175 Milleq P, 341 Nalebuff
rnalleability, 1,o2-7o3 Miller, S., 420 Nano, 4[
Mallor'¡ G.,420-422 Mills, C.Dl., 405-406 narrative
 lndex 593

rdates Mintzbelg, LI. national innovatiorl systenìs, 148-149

on business schools, 4!4 national telephone cornpanies, 50
chanrpions of strategy and,375 Nelson, R.R., 83, 90, 98
on emergent strategy, 1,2, 13, 273, 317 -379, net present value (NPV), 281
31e,466 Netflix,18, 121,435
on innovation, 145 network-based mobility, 409
Machiavelli and, 394-395 network forms of otganization, 21'2-277
on political games,4O2 Neusser, Il,-J., 5O2, 5O3
on strategic change, 448 New Coke, 29
on strategic processes, 374, 315-324, 3 18, New Dynamic Capabilities framework, 99
337-332,342 new entrants, 55
on strategy formation, 320 New Industrial Organization (NIO) theories, 43
Mises, L. von,483 . The New Macbíøuelli (Powell), 394
Mislrel, L., 485-486 New Product Developrneut (NPD), 117
Mitsuhashi, H., 398 New Yolk Polt Autlrorit¡ 456
Mittelstand,294-295 News Corp Intelnational, 4t5,488
mobility balriers, 59 Next, 20
Ie Monde (newspaper), 503 wg,'V., 461
monetârrsfn, 4/ /-4/ó niche, 89
rnonopoly, 50-51, 103 Nickerson, J.4., 169
Montagrìa, P., 500-501 Nielsen, V.L.,297
Monteverde, K., 13 NielsenOnline, 73
Moody, J.8., 185 Nike, 68, 187
Moore, J., 281 Nissan,58,133
moral sentiments, 497 -5OI, 512 Nokia, 136
Morgan, c., 35O, 354-355, 412 Norna,86-88, 161
Morgan, J.P., 380 non-decision-m aki ng, 417 - 42O
Morgan, M.,1.29 non-equity alliances, 2O5, 206
Morrison, J., 504 non-rnarket strategies, 4o3-4o5
Mounoud, E., 457 non-replicability, 95
Mourinho, J., 381 Nonaka, I., 1O7-1O8, 37O
Mueller, D., 51 Normandy landings, 6-7
Mueller, F., 431-433, 471 Norsk Hydro Asa, 248-249
multi-divisional form (MDF),7,8, 1'7O, 170 North American Free Trade Agreement
multi-sided platforms, 131 (NAFTA),41
multinational diversifi cation, 25 1 not-invented-here syndlotne, 401
multinational enterprises (MNEs) NS BlueScope, 97
as agents of globalization, 235-236 Nyberg, D.,3O4
case study, 270-271
centre-periphery power dynamics and, 243-244 Oakes, L.S., 363
contemporary scene and, 257-253 Obama,8.,466
defrnition of,228-229 Obiect (Australian centre for craft and design),
legitimacy and, 249-250 224-226
organizattonal politics and, 4O3-4O5 Occu¡ry Movet.neltt, 491
politics of ernployment ar'd, 241-243 O'Conrror, J., 475-476, 493-494, 495
tlreory of, 236-237 oil and gas industr¡ 29-30,51
rnu ltinational mandates, 244-249 oligopoly, 5I, 251
mtrltinational polilics, 229 Olive4 J.,379
nrtrltinational strategies, 237 -241 Olsen, J.P., 320
Murdoclr, 11.,487-48a On tbe racks (blog), 150
Murray, R., 1,52, 153 On Wør (Clausewitz), 5-6
music industr¡ 1.32-133 O'Neill, E., r50
mutual competitive adv?'nfage, 59 O'Neill, J., 259
Onewor.ld Alliance, 20L, 4O2
N-forn,213-274 online private shopping clubs, 7 l-72
Nag, R., l4-15 opacify,95
Nahavandi,,{., 175 Tbe Oþen Boola of Social Innoaatíon (Murray
Nalebuff, BJ., 57 et al.),752,753
Nano, 48 open irrnovatio n, 131, 751-752
narrative, 34r-342, 363-365, 457 -462 open-soLìrce software, 171
594 lndex

opelational excellence, 6g paradoxes, 336, 422-424

opportunism, J.64, 165
political s
Pareto effrciency, 5O9-5IO politicaI s
Orange UI(, 41 Parker, C,,297 Porac, J.F
O'Reilly, C,,144 Parkeq I-I., 283-284
Organization for Economic Cooperation and Porter, M
Parker, M., 467-462 criticisr
Development (OECD), 275, 294 Pai<es,8.,225
Organization of petroleurn Exporting CoLlntries Five Fc
Palrnigiani, A., 768, 169 66
(oPEC), 51, 54 participative evolution, 45O, 45O
organizational boundary clecisions, 163 on gen
partnerships. .Sae strategic alliances influen
o t ganizational capabili ties Pascale, R.,317
corporate governance ancl, 2gl
on lnn(
Patal<, l-1.7 IO app
definition of, 2, 80-81 patents, 268
football metaphor a¡d., 9O-91
mobilit
PayPal,1,28 on shar
globalization and,237 Tbe PDMA Ha.nclbook of Neut procluct
Inte¡-Fir.m Cooperation and, 1.94_195
on stra
Deueloptnent (Kahn), I f 7 on stra
as l<ey concept, L5 Pearce, J.,277 strateg'
strâtegic alliances and, 2OO-2OI Pedelsen,Ä..R., 363
See also Dynamic Capabiliries (DCs)
on valt
Penrose, E. on vah
otganizational improvisation, 1.32_1.34 on capabiliries,97,98
organizational
portfolio
infrastr.ucture, g3_g4, g4 olì customel.s, 151
organizational
possibilit
metaplrysics, 36g, 37 O on ent¡y bar.r.iet.s, 89
ot ganizational
Powell, F
politics on external envi¡onrnent, 436
brrsiness elites and, 405-472
Powell, J.
on globalization,2Jf Powell, T
case stucJy,427 Inter-Firm Cooperation and, 1.94-195
decision-rnaking processes and,, 412_424 Powell, .ù
on lnanagers, 33 power
Machiavelli and, 392-396, 424_425 resoulce-based view and, Z, g, IO-1,1, 92, 93, busine
nlultinationals and, 4O3-4O5 to3,3t4_31.5 decisic
overwiew of , 39O-39t, 396-398 Perey, R., 506, 5O9, 5l,z
power relation s and, 396-39g, 402_403 in deci
perfectly competitive markets, 50 Machia
strategic il)terests and, 395, 39g_4O2 performance, 15
organizational retooling, 369, 36g multin:
Pelkins,4., 18-19 !n non
or ganizational storytelling, 337 _339
Perpettral Lirnited, IO4-7Oí ofganl:
organizational surgery, 368469, j6g Perrow, C., 278 resistar
o r gatizational therapy, 369,
37 O PESTEL (Political, Econornic, Social, Technological, 4<
organizations, 15, 76 Errvironmental and Legal) analysis, 45-4),
Otlikowski, W.J., Z5Z stfateg
47,435 'thild <
Olr', J.E., 328,339 Petelaf, M.A.,92
Ottiz, H., 4O6n2 Power, M
Peters, T, 136,33O Potuer, P'
Ostelwalcler', L,, 129-j,31, 129 Pettigrew, A., 72, 287 -288, 314, 324_327, 3 2 5, 342, (Bu<
Otrchi, V.G., 170
397,448 PowerPo
outsou¡cing Pfeffer', J., 83, 143 Pozel, S..
definition of, 16l ItÊ2er,466
globalization and, 17 I-772 Prahalad
pharmaceutical industry, 60, 466 predeter':
Inter-Firm Cooperation and, I92 Phillips, \X/., 1.27, 722, 365 Presley, ì
overview of, 180-181 Pieke,F,,265
political econonìy of, 135-1g7 Pricewat
Pigneur, Y., 729-131, 129 The Prin
problerns wirh, 183-f 85 Piketry, T., 4a5,487
through hybrid ternpora¡y contracting, 1g1_1g3
probabil
pìrate economy,266 process r
valne chain and, 88-89 Pitelis, C.N., 83, 99, 146-747, 1.51, 237, 283, 425 process :
Ovetnan,H.,34J Pixar,756-159
Ownership, Location, Inter.nalization (OLI) Proctor ¿

Pizza Hnt,28-29 product

franteworl<,237 plagiarisn,266
oxfam,486-487 product
planned stfategy, 318 product
The Oxþrcl ÍIcr.n.dbooh oÍ Strnrtegy (Faulkner ancl plannifrcation, 477 producti
Campbell), 106 Plannir.rg School, 446, 466
Oxley,J.E., l)1¡ producti
platforms. .!e¿ innovation ¡>latfolns proclucti
Plato,42O property
Panama Canal,405 Plesne¡, U., 505
Pandian, J.R., 92
public-p
Polanyi, M., 107, 108 Pugliese
patadigms, 437 -438, 444-445 politicaf gantes, 399-4O2 Puzone,
 F
I lndex 595

Polirical sl<ill, 4o 1,-402 Qantas,4O2

political strategy, 4-5 quantifr cation, 327-322
Porac, J.F,, 334 Quiggin, J., 183
Porter, M.E. Qtrinn, J.8., 321,446
criticism of frarnewolk by,68-69
Five Forces Model by, 16,53-57, 54,66, radical innovation, 727-724, 1 22
66,435 railways, 8-!
on generic strategies, 60-67, 62,66 Rajan, R., 282-283
influence of, 92 Rarnaswamy, V., 14!
on innovation, 743, 1.46 Ramsay, c., 135-136
IO approach and, 17-12,42,193 RAND Corporatiot,4TT
nrobility barliers and, 59 Rasche,4., 299
on slrared va\rc,283 Ratner, G., 460-461
on strategic action, 60 Ravensc¡aft D. J.,174
on strategy, 727, 137, 314 RCA Victor, 128
strategy stories and, 341 Reagan, R.,478,483
on value capture and creation, 89 realpolítik, 5, 393
on value chain, 67-68, 85, 85 Red Queen effect, 3, 30
poltfolio approach, 495-497 Redzepi, R., 87
possibiliry 422-423 regulation, 571-572
Powell, F., 406n2 Ren, H., 207
Powell, J., 4,394 Rennie, M.V.,234
Powell, T.C., 483, 499-5OO research and developrnent (R&D) alliances, 196
Powell, W.uí., 215 resilience, 409
PO\ì/ef lesistance, 4lo-412, 4L4-475, 464-468, 465, 46 7
z,93, btrsiness elites and, 406, 407-408, 4Lo-412 resistance leadership, 468
decision-makin g and, 414-475 resource-based view (RBV)
in decision-rnaking processes, 416-420 corporate governance a:nd, 28I
Machiavelli on, 5, 424-425 c¡iticisms of ,96-97
rntrltinational enterprises 243-244 globalization and,2i
^nd, Inter-Filnr Cooperation and, 194-195
in non-decision-rnaking processes, 417 -42O
olganizational politics and, 396-398, 402-403 netwolks and,21.4
resistance and, 410-412, 474-475, 464-468, organizational infrastructure and, 83
ological, 465,467 origins of, 11, P2
-49 srrategic clrange and, 462-468, 464-465, 467 as process-based view, 314-315
'third dimension' of ,452 resources and, 92-95, 314
Power, M., 278 S-D logic and, 135
Power, Politics and, Organizational Cbange strategic architectt¡re and, 95-96
i25,342, (Bu chanan and Badham), 463 strategic processes and, 331
PowerPoint, 360-361 resotrrce-pickin g, 2OO -20 I
Pozel,5.,22J resoì-rrces, 8O-8]^, 92-95, 396
Pnhalad, C.K.,95, 149 Respace Projects, 753-154
predeterminati o n, 327-322 Reuer, JJ., 205
Ptesle¡ E., 128 revolutionary change, 444-446
Pricewaterlrous eCoopers, 204 Rhodes, C., 499
Th ePrínce (Machiavelli), 392 Rhodes, R.,{.w.,406n2
probabiliry 422-423 Richardson, C., 97, 98, r95
process innovation, 727-124, 122 Ritholtz, 8., 158
i,425 process slrat¿egy,3l9 ritualism, 284
Proctor & Gambl, 1.31 flvalry, ))->o
product differentiation, 41 Tlte Road to Serfdom (Hayek),476
product innovation,'1.21.-124, I 22 Robertson, J., 517
product leadership, 68 Robertson, R., 212
production alliances, 796 Rockefeller, J.D., 380
production licensing, 196 RØDE Microphones, 723-124
productive resistance, 4lL, 466-467 R.oe, MJ.,274
property-based resources, 93 role models, 129
public-private partnership (PPPs), f 96 Rose, N., 341
Pugliese, A,.,277,287 Ross, J.V., 127
l>ttzone, F.,277 Rouleau, L., 457
596 Index

loutines, 101 Tl¡e Shoch Doctrine (Klein),128 strateg;c

Ilowan, 8., 2!8 short-tennism, 280 as key
Rufin, C., 116 Shrivastava, P,28 metap
Russia, 260. See also BP.ICs Siemens, 204 politi<
Silicon Valley model, 213-2L4, 257 -258, 25a sensel
salades, 484-488 simon, H.A., 13,83,90, 136, 74o, ú1, 163, senser
Sarnta-Fredelicks, D., 357 -359, 459 4t2-4r3 types
Sarasvathy, S.D., f40 sincerit¡ 357-358 strategic
Sarbanes-Oxley Acf , 27 5 Sinclair, W.,27O st¡ategic
SARFIT (structural adjustment to regain fit) single loop learning, J28 Stfategi(
nodel, 369-37 0, 438, 496 Sl<ype,64,234 strategic
satisficing, 413 Smiley, R., 42 strategic
Saucli Arabia, 29-30 Smith, 4., 84, 1.72, 282, 476, 497-498 Shategi¿
scale rnodels, L29 Smith, K.K., 445 15,
scenalio planning, 37 0-37 3, 37 1 smith, M., 395-396 Strategi(
Schattschneide r, f,,, 417 -41.8 SMS industry, 128 strategic
Schatzki, T.R., 350n1 Snowdon, D.,337 strategic
Schein, E.H., 329,33O social capital,407 case s
Scherer', F. M,,174 social democratic stakeholder capitalism, 2)2, culttrr;
Schettino, F.,302-303 293-294 learnir
Schlesinger,4., 41! social innovati o¡, 152-154 Mintzl
Schlesinger, L.A.,465 social nrobiliry, 4O9-47O overvl
Schneide¡ S.C., 28 social networking services, 2Ll Pettigi
Schon, D., 328 socialization, l0S serìser
Schurnpeter, J., 8, 83, 84, 119-120, 1 19, 146 Sornanchi, C.S., 97, 110 stratef
scientifiò marìagement, 72O, 1,5I Sony, 200 wisdo
Scott, J., 408 Southwest Airlines, 62 stra¡.egiz
Scott, R.W., 146 Specialisterne, 306 strategy
search engines, 1.1.2-174 Spee, À.P, 353 antece
Second World \iØar, 6-7 Spee, A.P.,362 classi<
Secllacek, T.,4aO,484 Spekman, R., 208 contet
Seicll, D., 361 Spencer, 8., 58 conte)
seizing, 98-99, 1OO, lO2 Spender, J-C., 478-479, 491 clefinil
self-ernployment, 484 Spicer, 4., 251, 259, 411, 439 definit
self-service, 152 sponsorship games,399 discou
Semel, T., 11J sporadic decisions, 420-421, 421 as ellll
Sendle,185 Spotify, 728, 1,31 future
Seneca,3)2 Stace, D.À., 444, 450-451, 45O lirnits
sensegiving, 315, 452-457 , 459 Standard Oil, 5L moral
sensemaking Star Alliance, 201.-202, 4O2 rrì pra,
strategic change and, 440-443,452-457, 459 Starbucl<, \ø.H., 316 tt'ends
strategic processes and, 315, 332-335 start-ups, 143,745 use of
strategy as practice state c pif^lism,z92 VW e¡
^nd,366,379
sensing, 98-99, lOO,1OO, 102 State-owned Assets Sr.rpervision and Stra.tegy
separation, lT5 Adrninistration Comrnission (SASAC), 289 strategy
Serapio, M.,270 states, 57, 511-575. See also governments ancl case sl
Servan-Schreiber, J., 293 government policy cham¡
Service-Dorninant (S-D) logic, 134-135 stock rnarkets, 82 overvl
service innovation, 134-L36 storytelling, 341-342, 363-365, 457 -462 Pettigr
services, 134-736 Stout, L., 282-2a3,512 questi(
7s frarneworl<, 12 stranf,e conversations, 220-221 stfatef
Shabby Chic,32-37 strategic actlorr, 59-60 st¡ategy
Shallhorn, 5.,326-327 strategic alliances, 17 l-17 2, 192, 195 -206, Stratrss,
Shanzai,266 207-212,20a, 402-403 StrLctur(
shared management agreements, 206 strategic change 4r-'
sharelrolcle¡ capitalism, 291-292, 293 case study, 470-473, 471 subcontl
shareholders,5T definition and overview of,43O-434 sLrbstitLìt
sharing econorny, 171 East India Company and,429-43O substitut
Shaw, G., 34O-34I explanations of , ß4-444, 435 substitut
Slrirnano, 137-13a implementatio n of , 446-452, 4 5O Sun Recr

ì
É
 F
stlategic cl], nge cont.
as key concept, 16
nretaphors and stories in,457-462
politics of, 462-468, 464-465, 467
i8 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
92, 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
trends for the future Ìr., l6-U
use of term, 8, 16
VW enrissions scandal and,507-504
Strategy ancl Structure (Chandler), 8
289 strategy as practice (SAP)
rnd 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 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
lndex 597
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
367,369,37f 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
598 lndex

Thornpson, E.R., 363 value Williamsc

Thompson, G., 22! captlrre ot,89-90, 100-101, L00, 102-103 791t,
Thornton, P.H.,363 co-creatior'ì of , 71.8, 149-751 WilLnott,
3M,340-347 cÍeation of , 83-85, 84, IOO-1O1, 1OO, 102-103 Wilson, t
Tichy, N.M., 273 definitions of, 18, 81-83 Wilson, t
Ticld, J., 128, 133 portfolio approach a¡d, 496 Winfre¡ t

Time-Warner, 176-177 strategic alliances and, 20O-2O2 Winter, S.

Tiwana, A.,126-1.27 value added, 82 Winterko
Top Decisions (Hickson, DJ. et al.), 420-422 value appropri ation/ c ptLtte, 92 Wired Q¡
Toshiba,204 valtre chain, 67-68,85-89, 85,171 wirtz, B.r
Toyota, 58, 62,133,20O value for money, 8! wisclorn,
van der Panne, G., 118 rvittgenst
traclitional company-based elites, 410
Transaction Costs Econolnics (TCE) van Klieken, R., 380, 382-383 Wooldrid
applications of, l7O-17 7, 1 7O Van Marrewijk, A., 175, 176-779, 405 World Ba
case study, 189-190 Vanhaverbel<e, W.,204 Wo¡ld Co
corporate governance and, 281, 282 Valgo, S.L., 734-135 Deve
globalization and, 236-237 vente-privee.cot.u, 70 The Worh
Verdict Research, 20 \üorld \ùfla
Inter-Fitm Cooperation and, 193-194
overview of , 12-1,3, 161-168, 166, 374 verrical integration, 41, 1,61-162, 164, Woznial<,
rùØray-Blis
p|oblerns with, 17 7-17 3 167-768,173
vertical and horizontal integration in, 16l-762, Vidal, M., 186 Might, C

164,1.67-168, 173-180 Viénot Report, 275

transaction frequency, 167 Virgin, 381
tlansactional leadelship, 377 uirtù.,424
tt'ansfer plicing, 1188 Yisa,'l-26
transferability, 95, 706 Voll<swagen, 501-5O1t
transforming, 98-99, 100, 1OO, 102 volume uncertainty, 166
transnational social spaces, 404 Vossoughi, S., 173
transparency problem, !! VRIN (v¿luable, r'are, inirnitable and non-
trâsnsformational leader:ship, 37 7 -37 9 snbstitnta bl e resotr rces) nodel, 9 4-9 5, 96 -97,
Treacy, M., 68 98, r03,237,250,488
trial and error, 132-134
'Wachs,
Triurnph, 124 M., 347
Trump, D., 37 O, 379, 38O, 1t87 -488 Wal-Malt, 25-27,62
tutll,357-358 Walker', 8., 183
'Walker, G.,,766
Tsekoulas, G., 147
Tsotrkas, H., 30, 107, 354 Wall<er, R., 183
Tsui,4., 268 Wall Stleet, 476
Turner, S.,350n1 Walt Disney Corporation, 157-159
Tnshrnan, M.L,,144 Watelrnan, R., 330
Twitter,2l3 Waters, J.4., 213, 318-319, 466
wave theory, 478
Uber, 99, 234,484 Web 2.0, 99
trmbrella strategy, 3 19 Webet, D., 166
unbundling, 131 Weber, M., 382
trûcertainty, 165, 1,66-167, 768- 169, 422-423 Weber, R., 7L-78
trnconnected stra.tegy, 319 Weick, I(.E., 133, 220, 375, 33O, 333436
unit cost econornies, 83,84, 84 Weill, P., 127
United Nations (UN), 506, 509 Weinstein, O.,134,748
'Weizsäcl<er, E., 304
United Nations Conference on Trade and
Developrnent, 231 Velch, J., 186
United N¿tions Global Compact, 303 rùfenger, 4., 381
United Parcel Service (UPS), 197-198 Wernerfelt, 8., 11, 92, 97
'West Point (Urrjted States Militâry Acaderny),6-7, 7
The UPS Foundation, 197-198
unY, J., J51t 'Wlìittington, R., 255, 354, 356, 5O1t
Useern, M.,288,406 ìíhirtle, A., 338, 37 3-37 4, 43r-433, 463, 47 2-47 3
IJzzi,8., 171,21,4 wicked çtroblens, 25-27
ìfiersema, F., 68
Yaara, 8., 177, 355, 357, 359 n2, 362, 363-364, Wikipedia, 151
365-366,444 \ùí¡illiams,4.D., 150
 I
lndex 599

'Williamson, O.E., 8, 13, 16J.,763-L67, 170-177, Yahool ll2-114

3 r94,236 Yanagisako,5.,232
'willmorr, H., 297, 342-343, 365, 4r2 Yang, J., 1.1.2-113
z-1.o3 Vilson, D.,420-422 Young, G., 51
'Wilson, D.C.,367,368 Ytrnus, M,, 1.52-753
'Winfrey, O.,35-36
rVinter, S.G., 83, 90, 98 Zalteer,5.,256
Winterkorn, M., 5O2, 5O3 Zahra,5.,277
Wired, (nagazine),13L Zaloorn, C.,500-501
'Wirtz,B.V/,, 145 Zander,1.,l5],
wisdorn, 335-336 Zandet, U., 105, I5l, 237
'Wittger-rstein, L., 297, Zata,2O-24,8O-87
342
Wooldridge,^A.., 232 Zbaracki, M.,287
World Bank, 304,505 Zeirlin, M., 4O9
World Commission on Environment and Zennströrn, N., 64
Developrnent (IøCED), 506 Zhang, G.,268
Tbe World is Flat (Fiednan),251-252 Zingales, L.,282-283
Vorld'ùlar II,483-484 Lizeu, s,,483,484
Vozniak, S., 380 Zolle;H.M.,468
Wray-Bliss, E., 4!! Zueva-Owens, 4., 177
Wright, C.,304 Zukin,5.,495

96-97,

t,6-7, 7

72-473
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rsBN 978-1-4739-3845-8

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