| Topics of papers | Author and year |
|---|
| Slight change to product can be enough to steal away customers | |
| Profitability of strategic planning when it is scarce, stimulating effect of planningPlanning can increase profitability where theories are not properly disseminated. Planning can | |
| 3 sources of isomorphism, can improve access to finance and staff | |
| “Competitive cusp” balances pros and cons of conforming and differentiating: legitimacy can be a problem | |
| RBV doesn’t look beyond resources, some things are not available in factor markets, and embedded competences can become “core rigidities” | |
| Communal strategy, particularly with industry reputation | |
| Game theory, loyalty schemes, complementary competitors and 'changing the game' | |
| Inertial pressures restrict change, difficult to change the “core”, structural inertia and varying environmental change | |
| Can’t change employee behaviour by altering formal structure, need a culture for change. Periphery to centre change | |
| Selection bias when studying firm adaption, managers have some foresight | |
| Path dependency in resource accumulation, persistent heterogeneity | |
| Organisational slack, encourages risk taking and learning | |
| Radical vs. incremental change, “competence destroying” innovations, value networks, innovative differences between established and entrant firms | |
| Paradigms | |
| | Topics of papers | Author and year |
|---|
| Exploration and exploitation, mutual learning stores as procedures, rules and norms. Learning by deviation from organisational code | |
| Liability of newness or senescence, rate and scope of innovation | |
| Positive feedback can lead to lock-out of technologies with long-term potential, leading to inferior outcomes | |
| 60s conglomerates, 80s corporate raiders. Were conglomerates efficient in the 60s? | |
| Study: innovations struggle if they have difficulty achieving legitimacy | |
| Pros and cons of portfolio planning | |
| 3 motives for diversification, not all beneficial | |
| Core competences | |
| More profitable to diversify into industries related to core business | |
| Corporate coherence and relatedness of activities. Economies of scope could be achieved through contracts, but isn’t because of core competencies and complementary assets | |
| Corporate and competitive strategy, 3 essential tests of valuable diversification | |
| Capturing value from M&As, key resources should be owned by the acquirer | |
| Explanations of takeover premiums: ineffective management, synergies, test for manager hubris | |
| Acquisition process problems, culture (organisational) misfit | |
|
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