Современный стратегический анализ: 5-е издание - Грант Р.М.
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10 S. Klepper and E. Grady, «The Evolution of New Industries and the Determinants of Industry Structure*, Rand Journal of Economics (1990): 27-44.
11 S. Klepper and K. Simons, «The Making of an Oligopoly: Firm Survival and Technological Change in the Evolution of the US Tire Industry», Journal of Political Economy 108 (2000).
12 Glen Carroll and Anand Swaminathan, «Why the Microbrewery Movement? Organizational Dynamics of Resource Partitioning in the American Brewing Industry», American Journal of Sociology 106 (2000): 715-62.
13 R. Vernon, «International Investment and International Trade in the Product Cycle», Quarterly Journal of Economics 80 (1966): 190-207.
14 M. T. Hannan and G. R. Carroll, Dynamics of Organizational Populations: Density, Legitimation, and Competition (Oxford: Oxford University Press, 1992).
15 Теория непредвиденных событий берет начало в работах P. R. Lawrence and J. W. Lorsch's: Organization and Environment (Boston: Harvard Business School, 1967). See also A. Ginsberg and N. Venkatraman, «Contingency Perspectives of Organizational Strategy», Academy of Management Review 10 (1985): 421-34.
16 Инерция подкрепляется социальным и психологическим давлением вследствие имитации, что ведет к конвергенции организационных форм (изоморфизму).
См.: P. J. DiMaggio and W. W. Powell, «The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality*, in W. W. Powell and P. J. DiMaggio, The New Institutionalism and Organizational Analysis (Chicago: University of Chicago Press, 1991): 63-82.
Введение в организационную экологию можно найти в работе: Michael Т. Hannan and Glen R. Carroll, «An introduction to organizational ecology*, in Organizations in Industry (Oxford: Oxford University Press, 1995): 17-31.
Обзор эволюционных методов можно найти в работе: R. R. Nelson, «Recent Evolutionary Theorizing About Economic Change», Journal of Economic Literature 33 (March 1995): 48-90.
J. G. March, «Exploration and Exploitation in Organizational Learning*, Organizational Science 2 (1991): 71-87.
D. Leonard-Barton, «Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development», Strategic Management Journal, Summer Special Issue (1992): 111-25.
M. Wiersema and K. Bantel, «Top Management Team Turnover as an Adaptation Mechanism», Strategic Management Journal 14 (1993): 485-504.
Costas Markides and Paul Geroski, «Colonizers and Consolidators: The Two Cultures of Corporate Strategy*, Strategy & Business 32 (Fall 2003).
M. L. Tushman and P. Anderson, «Technological Discontinuities and Organizational Environments», Administrative Science Quarterly 31 (1986): 439-65.
R. M. Henderson and К. B. Clark, «Architectural Innovation: The Reconfiguration of Existing Systems and the Failure of Established Firms», Administrative Science Quarterly (1990): 9-30.
J. B. Quinn, «Strategie Change: Logical Incrementalism», Sloan Management Review 20 (Fall 1978): 7-21.
M. L Tushman and E. Romanelli, «Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation», in L. L. Cummins and В. M. Staw (eds), Research in Organizational Behavior 7 (1985): 171-26; E. Romanelli and M. L. Tushman, «Organizational Transformation as Punctuated Equilibrium: An Empirical Test», Academy of Management Journal 37 (1994): 1141-66.
R. Cibin and R. M. Grant,«Restructuring among the World's Leading Oil Companies*, British Journal of Management 7 (1996): 283-308.
A. Grove, Only the Paranoid Survive (New York: Doubleday, 1996).
J. Bower and С. M. Christensen, «Disruptive Technologies: Catching the Wave», Harvard Business Review (January-February 1995): 43-53.
С. M. Christensen and J. L. Bower, «Customer Power, Strategic Investment, and the Failure of Leading Firms», Strategic Management Journal 17 (March 1996): 197-218.
С. M. Christensen and M. Overdorf, «Meeting the Challenge of Disruptive Change*, Harvard Business Review (March-April 2000): 66-76.
Mary Tripsas, «Unravelling the Process of Creative Destruction: Complementary Assets and Incumbent Survival in the Typesetter Industry*, Strategic Management Journal 18, Summer Special Issue (July 1997): 119-42.
Derek F. Abell, Managing with Dual Strategies (New York: Free Press, 1993).
C Markides and C. D. Charitou, «Competing with Dual Strategies*, SIM Working
Paper 23 (London Business School, 2003).
Gary Hamel and C K. Prahalad, Competing for the Future (Boston: Harvard Business School Press, 1995).
Мы вернемся к представлениям Хэмэла и Прахалада о «конкуренции во имя будущего», когда будем обсуждать стратегические инновации в зрелом бизнесе в гл. 12.
Michael Е. Porter, «What Is Strategy?*, Harvard Business Review (November-December 1996): 61-80.
G. Hamel, Leading the Revolution (Boston: Harvard Business School Press, 2000): 5.
См.: С A. R. NcNulty, ^Scenario Development for Corporate Planning», Futures (April 1977). R. E. Linneman and H. E. Klein, «The Use of Multiple Scenarios by US Industrial Companies: A Comparison Study», Long Range Planning (December 1983): 94-101, было обнаружено, что более половины компаний, входящих в список «Fortune 500», использовали анализ множественных сценариев уже в начале 1980-х гг. P. Malaska, «Multiple Scenario Approach and Strategic Behavior in European Companies*, Strategic ManagementJournal 6 (1985): 339-55, было показано, что сценарный анализ нашел самое широкое применение в нефтяной промышленности, производстве транспортного оборудования и электроснабжении.
