Dynamic Competitive Strategy: Path Characteristics and Their Performance Implications

ISBN-13: 9783835007932 / Angielski / Miękka / 2008 / 209 str.

Sascha Israel; Prof Dr Thomas Hutzschenreuter

Opis

Sascha Israel analyzes whether competitive strategies are best implemented through steady or volatile paths of strategic adaption and points out the impact of alternative patterns of change on subsequent development of the firm. The results confirm that managers should carefully pace out organizational changes over time and provide valuable implications for strategic management in theory and practice.

Spis treści

Derivation of research objective
Organizational sources of competitive advantage
Objects and tasks of dynamic competitive strategy
Organizational consequences and limitations of strategic change
Empirical test: path characteristics and performance implications of dynamic competitive strategy
Path characteristics and their influence on firm performance and development

O autorze

Dr. Sascha Israel promovierte bei Prof. Dr. Thomas Hutzschenreuter am Lehrstuhl für Unternehmensentwicklung und Electronic Media Management an der Wissenschaftlichen Hochschule für Unternehmensführung (WHU) in Vallendar. Er ist als Berater bei McKinsey & Company, Inc. in Köln tätig.

Blurb

Understanding the dynamic nature of competitive strategy is a key issue for researchers and practitioners alike. These dynamics imply that firms constantly need to implement changes to their value creation processes in order to succeed in the marketplace. Very often, these changes require long-term transformation processes, involve path dependent decisions and fundamentally transform the way business is done within the firm.

Sascha Israel analyzes whether these changes are best implemented through steady or volatile paths of strategic adaption and points out the impact of alternative patterns of change on subsequent development of the firm. The basic population for this analysis consists of German manufacturing companies that are observed during the period of 1994 to 2004. The results confirm that managers should carefully pace out organizational changes over time and provide valuable implications for strategic management in theory and practice.