Competing Advantage 6q2v6w

Licensed to: iChapters


SECOND EDITION

Competing for Advantage

Robert E. Hoskisson Arizona State University

Michael A. Hitt Texas A&M University

R. Duane Ireland Texas A&M University

Jeffrey S. Harrison University of Richmond

Copyright 2008 Thomson Learning, Inc. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.


Competing for Advantage, Second Edition Robert E. Hoskisson, Michael A. Hitt, R. Duane Ireland, Jeff rey S. Harrison VP/Editorial Director: Jack W. Calhoun Editor-in-Chief: Melissa Acuña Senior Acquisitions Editor: Michele Rhoades Developmental Editor: Rebecca von Gillern, Bookworm Editorial Services Marketing Manager: Clint Kernen Manager, Editorial Media: John Barans Technology Project Manager: Kristen Meere Associate Content Project Manager: Joanna Grote

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To my father, Claude W. Hoskisson, a great example of honesty and hard work. Robert E. Hoskisson To my family. I love each and every one of you. Michael, Dad, Papa Hitt, and PaPa To my loving wife Mary Ann. Over the years, you have given so much of yourself to me and to our children. We are blessed by your grace and kindness. I love you. R. Duane Ireland To Marie for her pure heart and her willingness to give me a place in it. Jeffrey S. Harrison



About the Authors

Robert E. Hoskisson Robert E. Hoskisson is the W. P. Carey Chair and Professor of Management in the W. P. Carey School of Business at Arizona State University. He received his Ph.D. from the University of California–Irvine. Professor Hoskisson’s research topics focus on corporate governance, acquisitions and divestitures, international diversification, privatization, and cooperative strategy. Professor Hoskisson has served on several editorial boards for such publications as the Academy of Management Journal (consulting editor and guest editor of a special issue), Strategic Management Journal (currently associate editor), Journal of Management (associate editor), Journal of International Business Studies (currently consulting editor), Journal of Management Studies (guest editor of a special issue), and Organization Science. He has co-authored several books including Strategic Management: Competitiveness and Globalization, 8th edition (forthcoming from Thomson/South-Western), Understanding Business Strategy (Thomson/South-Western), and Downscoping: How to Tame the Diversified Form (Oxford University Press). He is also a consulting editor for a series of graduate-level texts on strategic management topics for Oxford University Press. Professor Hoskisson’s research has appeared in numerous publications including the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Organization Science, Journal of Management, Journal of Management Studies, Academy of Management Executive, and California Management Review. Professor Hoskisson is a Fellow of the Academy of Management and a charter member of the Academy of Management Journal’s Hall of Fame. In 1998, he received an award for Outstanding Academic Contributions to Competitiveness from the American Society for Competitiveness. He also received the William G. Dyer Distinguished Alumni Award given at the Marriott School of Management, Brigham Young University. He recently completed three years of service as a representative at large on the Board of Governors of the Academy of Management and currently is on the Board of Directors of the Strategic Management Society.

Michael A. Hitt Michael A. Hitt is a Distinguished Professor of Management and holds the Joe B. Foster Chair in Business Leadership at Texas A&M University. He received his Ph.D. from the University of Colorado. He has authored or co-authored several books and book chapters. iv


Licensed to: iChapters His recent publications include four books: Downscoping: How to Tame the Diversified Firm (Oxford University Press), Strategic Management: Competitiveness and Globalization (Thomson/South-Western), Understanding Business Strategy (Thomson/South-Western), and Mergers and Acquisitions: Creating Value for Stakeholders (Oxford University Press). His numerous journal articles have appeared in such publications as the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Applied Psychology, Organization Science, Journal of Management Studies, and Journal of Management, among others. He has also served on the editorial review boards of several journals, including Academy of Management Journal, Academy of Management Executive, Journal of Applied Psychology, Journal of World Business, and Journal of Applied Behavioral Sciences. Furthermore, Professor Hitt served as consulting editor (1988–1990) and editor (1991–1993) of Academy of Management Journal. He has been a co-editor for special issues of Strategic Management Journal, Academy of Management Review, Journal of Engineering and Technology Management, and Academy of Management Executive. He is currently co-editor of the Strategic Entrepreneurship Journal. Professor Hitt is a past president of the Academy of Management and is the current president of the Strategic Management Society. He received the 1996 Award for Outstanding Academic Contributions to Competitiveness and the 1999 Award for Outstanding Intellectual Contributions to Competitiveness Research, both awarded by the American Society for Competitiveness. He is a member of the Academy of Management Journals Hall of Fame and a Fellow of the Academy of Management and of the Strategic Management Society. He received an honorary doctorate (Doctor Honoris Causa) from the Universidad Carlos III de Madrid for his contributions to the field.

R. Duane Ireland R. Duane Ireland holds the Foreman R. and Ruby S. Bennett Chair in Business and is a Professor of Management in the Mays Business School at Texas A&M University, where he previously served as head of the management department. He received his Ph.D. from Texas Tech University. Prior to ing Texas A&M University, he held positions at University of Richmond, Baylor University, and Oklahoma State University. He is interested in research questions related to both the entrepreneurship and strategic management disciplines. He is co-author of nearly a dozen books, including Strategic Management: Competitiveness and Globalization (8th edition, forthcoming), Entrepreneurship: Successfully Launching New Ventures (2nd edition), and Understanding Business Strategy. His work has been published in a range of journals, including Academy of Management Review, Academy of Management Journal, istrative Science Quarterly, Strategic Management Journal, Academy of Management Executive, Journal of Management, Journal of Management Studies, Decision Sciences, Human Relations, Business Horizons, British Journal of Management, Journal of Business Venturing, and Entrepreneurship: Theory & Practice. Working with colleagues, he has served as a guest editor for special issues of Academy of Management Review, Academy of Management Executive, Strategic Management Journal, Journal of Business Venturing, and Journal of Engineering and Technology Management. He has also served in various editorial capacities including as a member of the editorial review boards for Academy of Management Review, Academy of Management Journal, Academy of Management Executive, Journal of Management, Journal of Business Venturing, and Entrepreneurship: Theory & Practice. Additionally, he previously completed as an associate editor for Academy of Management Executive, as consulting editor for Entrepreneurship: Theory & Practice, and as an associate editor for Academy of Management Journal. Currently, he is the editor elect ABOUT THE AUTHORS


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Licensed to: iChapters for Academy of Management Journal. He also has served as a member of the Academy of Management’s Board of Governors. He received the 1999 award for Outstanding Intellectual Contribution to Competitiveness Research from the American Society for Competitiveness. He is a Fellow of the Academy of Management. Two of his papers received Best Paper awards from Academy of Management Journal (2000) and Academy of Management Executive (1999).

Jeffrey S. Harrison Jeffrey S. Harrison is the W. David Robbins Chair of Strategic Management in the Robins School of Business at the University of Richmond. Prior to his current appointment, he served as the Fred G. Peelen Professor of Global Hospitality Strategy at Cornell University. He has served on several review boards, including the Academy of Management Journal and the Academy of Management Executive. Dr. Harrison’s research interests include strategic management and business ethics, with particular expertise in the areas of mergers and acquisitions, diversification, strategic alliances, and stakeholder management. Much of his work has been published in prestigious academic journals such as Academy of Management Journal, Strategic Management Journal, and Journal of Business Ethics. He has authored or co-authored numerous books, including Foundations of Strategic Management (4th edition), Strategic Management of Organizations and Stakeholders, and Mergers and Acquisitions: A Guide to Creating Value for Stakeholders. Dr. Harrison has also provided consulting and executive training services to many companies on a wide range of strategic, entrepreneurial, and other business issues.

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ABOUT THE AUTHORS



Brief Contents

Part 1: Strategic Thinking

1

1. Introduction to Strategic Management 2 2. Strategic Leadership

30

Part 2: Strategic Analysis

65

3. The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 66 4. The Internal Organization: Resources, Capabilities, and Core Competencies 96

Part 3: Creating Competitive Advantage 5. Business-Level Strategy

127

128

6. Competitive Rivalry and Competitive Dynamics 158 7. Cooperative Strategy

183

8. Corporate-Level Strategy

211

9. Acquisition and Restructuring Strategies 243 10. International Strategy

267

Part 4: Monitoring and Creating Entrepreneurial Opportunities 11. Corporate Governance

302

12. Strategic Entrepreneurship

334

13. Strategic Flexibility and Real Options Analysis 354 Name Index 385 Company Index 000 Subject Index 000 vii


301




Contents

Part 1: Strategic Thinking Chapter 1: Introduction to Strategic Management

1 2

The Competitive Landscape, 3

Globalization of Markets and Industries, 4 Technological Advances, 5 The Emergence of Strategic Management as a Business Discipline, 7

Early Influences on the Strategy Concept, 8 Modern Strategic Management, 9 Three Perspectives on Value Creation, 10

The I/O Model of Above-Average Returns, 10 The Resource-Based Model of Above-Average Returns, 11 The Stakeholder Model of Responsible Firm Behavior and Firm Performance, 15 Strategic Thinking and the Strategic Management Process, 18

Strategic Thinking, 18 The Strategic Management Process, 20 Summary, 22 Ethics Questions, 23

Chapter 2: Strategic Leadership

30

Individual Strategic Leaders and Influences on Their Decisions, 31

Strategic Leadership Style, 32 Managerial Discretion and Decision Biases, 33 Top Management Teams, 36

Top Management Team Heterogeneity, 36 The CEO and Top Management Team Power, 38 Executive Succession Processes, 39 Key Strategic Leadership Responsibilities and Actions, 41

Ensure That the Firm Is Well Positioned Economically, 43 Acquire, Develop, and Manage Key Resources, 45 Develop and Manage Relationships with External Stakeholders, 48 Determine and Communicate Strategic Direction, 49

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Licensed to: iChapters Oversee Formulation and Implementation of Specific Strategies, 52 Establish Balanced Controls, 53 Summary, 55 Ethics Questions, 56

Part 2: Strategic Analysis Chapter 3: The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis

65 66

The General, Industry, and Competitor Environments, 67 External Environmental Analysis, 69

Scanning, 70 Monitoring, 70 Forecasting, 71 Assessing, 71 Segments of the General Environment, 71

The Demographic Segment, 72 The Economic Segment, 74 The Political/Legal Segment, 74 The Sociocultural Segment, 75 The Technological Segment, 76 The Global Segment, 77 Industry Environment Analysis, 78

Threat of New Entrants, 80 Bargaining Power of Suppliers, 82 Bargaining Power of Buyers, 83 Threat of Substitute Products, 83 Intensity of Rivalry among Competitors, 84 Complementors, 86 Interpreting Industry Analyses, 86 Analysis of Direct Competitors, 87

Strategic Groups, 87 Understanding Competitors and Their Intentions, 88 Summary, 90 Ethics Questions, 91

Chapter 4: The Internal Organization: Resources, Capabilities, and Core Competencies

96

Internal Analysis and Value Creation, 98

Conditions Influencing Internal Analysis, 98 Creating Value, 100 Resources, Capabilities, and Core Competencies, 102

Resources, 102 Capabilities, 104 Core Competencies, 106 Building Core Competencies, 107

Four Criteria of Sustainable Competitive Advantage, 107 x

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Licensed to: iChapters Value Chain Analysis, 110 Outsourcing, 113 When Core Competencies Lose Their Value, 114 Firm Performance, 114

Stakeholder Objectives and Power, 115 Measures of Firm Performance, 116 Balancing Stakeholder Performance, 118 Sustainable Development, 119 Summary, 120 Ethics Questions, 121

Part 3: Creating Competitive Advantage Chapter 5: Business-Level Strategy

127 128

Economic Logic and Business-Level Strategy, 129

Types of Business-Level Strategy, 130 Serving Customers, 131 Strategy and Structure, 133 Cost Leadership Strategy, 135

Successful Execution of the Cost Leadership Strategy, 135 Using the Functional Structure to Implement the Cost Leadership Strategy, 138 Competitive Risks of the Cost Leadership Strategy, 139 Differentiation Strategy, 140

Successful Execution of the Differentiation Strategy, 140 Using the Functional Structure to Implement the Differentiation Strategy, 143 Competitive Risks of the Differentiation Strategy, 144 Focus Strategies, 145

Focused Cost Leadership Strategy, 145 Focused Differentiation Strategy, 146 Using the Simple or Functional Structures to Implement Focus Strategies, 147 Competitive Risks of Focus Strategies, 147 Integrated Cost Leadership/Differentiation Strategy, 147

Successful Execution of the Integrated Cost Leadership/Differentiation Strategy, 148 Using a Flexible Structure to Implement the Integrated Cost Leadership/Differentiation Strategy, 149 Competitive Risks of the Integrated Cost Leadership/Differentiation Strategy, 151 Summary, 152 Ethics Questions, 153

Chapter 6: Competitive Rivalry and Competitive Dynamics

158

A Model of Competitive Rivalry, 160 Competitor Analysis, 162

Market Commonality, 162 Resource Similarity, 163 Drivers of Competitive Actions and Responses, 164 Competitive Rivalry, 165

Strategic and Tactical Actions, 166 CONTENTS

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Licensed to: iChapters Likelihood of Attack, 166

First-Mover Incentives, 166 Organizational Size, 168 Quality, 169 Likelihood of Response, 170

Type of Competitive Action, 171 Actor’s Reputation, 171 Dependence on the Market, 172 Competitive Dynamics, 172

Slow-Cycle Markets, 173 Fast-Cycle Markets, 174 Standard-Cycle Markets, 176 Summary, 177 Ethics Questions, 178

Chapter 7: Cooperative Strategy

183

The Importance of Cooperative Strategy, 184

Strategic Alliances in Slow-Cycle Markets, 186 Strategic Alliances in Fast-Cycle Markets, 186 Strategic Alliances in Standard-Cycle Markets, 186 Types of Alliances and Other Cooperative Strategies, 187 Cooperative Strategies That Enhance Differentiation or Reduce Costs, 189

Complementary Strategic Alliances, 189 Network Cooperative Strategies, 191 Cooperative Strategies That Address Forces in the External Environment, 193

Competitive Response Alliances, 193 Uncertainty-Reducing Alliances, 194 Competition-Reducing Cooperative Strategies, 194 Associations and Consortia, 195 Cooperative Strategies That Promote Growth and/or Diversification, 196

Diversifying Strategic Alliances, 196 Franchising, 197 International Cooperative Strategies, 197 Competitive Risks of Cooperative Strategies, 199 Implementing and Managing Cooperative Strategies, 201 Summary, 203 Ethics Questions, 204

Chapter 8: Corporate-Level Strategy

211

Levels of Diversification, 212

Low Levels of Diversification, 212 Moderate and High Levels of Diversification, 213 Reasons for Diversification, 215 Diversification and the Multidivisional Structure, 217 Related Diversification, 218

Operational Relatedness: Sharing Activities, 218 Using the Cooperative Form of the Multidivisional Structure to Implement the Related Constrained Strategy, 219 xii

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Licensed to: iChapters Corporate Relatedness: Transferring of Core Competencies, 221 Using the Strategic Business-Unit Form of the Multidivisional Structure to Implement the Related Linked Strategy, 221 Market Power through Multimarket Competition and Vertical Integration, 223 Simultaneous Operational Relatedness and Corporate Relatedness, 225 Unrelated Diversification, 225

Efficient Internal Capital Market Allocation, 226 Restructuring, 227 Using the Competitive Form of the Multidivisional Structure to Implement the Unrelated Diversification Strategy, 228 Value-Neutral Diversification: Incentives and Resources, 229

Incentives to Diversify, 229 Resources and Diversification, 232 Value-Reducing Diversification: Managerial Motives to Diversify, 232 Summary, 234 Ethics Questions, 236

Chapter 9: Acquisition and Restructuring Strategies

243

The Popularity of Merger and Acquisition Strategies, 244

Mergers, Acquisitions, and Takeovers: What Are the Differences?, 244 Reasons for Acquisitions, 245

Increase Market Power, 245 Overcome Entry Barriers, 247 Reduce Costs and Risks Associated with New Product Development, 248 Increase Speed to Market, 248 Increase Diversification and Reshape the Firm’s Competitive Scope, 248 Learn and Develop New Capabilities, 249 Problems in Achieving Acquisition Success, 249

Integration Difficulties and an Inability to Achieve Synergy, 251 Inadequate Evaluation of Target, 252 Large or Extraordinary Debt, 252 Too Much Diversification, 253 Managers Too Focused on Acquisitions, 254 Firm Becomes Too Large, 254 Effective Acquisitions, 255 Restructuring, 256

Downsizing, 257 Downscoping, 257 Leveraged Buyouts, 258 Outcomes from Restructuring, 258 Summary, 260 Ethics Questions, 261

Chapter 10: International Strategy

267

Incentives for Using an International Strategy, 268

Increased Market Size, 268 Return on Investment, 269 Economies of Scale, Scope, and Learning, 270 CONTENTS

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Licensed to: iChapters Obtain Resources and Achieve Other Location Advantages, 271 International Corporate-Level Strategy, 272

International Scope: Worldwide Presence or Regionalization, 272 Multidomestic Strategy, 274 Global Strategy, 276 Transnational Strategy, 277 International Business-Level Strategy, 279 Choice of International Entry Mode, 281

Exporting, 281 Licensing, 282 Strategic Alliances, 283 Acquisitions, 284 New Wholly Owned Subsidiary, 285 Dynamics of Mode of Entry, 285 Strategic Competitiveness Outcomes, 286

International Diversification and Returns, 286 International Diversification and Innovation, 287 Risks in an International Environment, 288 Complexity of Managing Multinational Firms, 289 Summary, 290 Ethics Questions, 291

Part 4: Monitoring and Creating Entrepreneurial Opportunities Chapter 11: Corporate Governance

301 302

Separation of Ownership and Managerial Control, 305

Agency Relationships, 306 Product Diversification as an Example of an Agency Problem, 307 Agency Costs and Governance Mechanisms, 308 Ownership Concentration, 310

Institutional Owners, 310 Shareholder Activism, 311 Board of Directors, 312

Board Independence, 312 Board Effectiveness, 313 Executive Compensation, 314

A Complicated Governance Mechanism, 315 The Effectiveness of Executive Compensation, 316 Market for Corporate Control, 317

Managerial Defense Tactics, 318 International Corporate Governance, 320

Corporate Governance in , 320 Corporate Governance in Japan, 321 Global Corporate Governance, 322 Governance Mechanisms, Stakeholder Management, and Ethical Behavior, 323 xiv

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Licensed to: iChapters Summary, 324 Ethics Questions, 325

Chapter 12: Strategic Entrepreneurship

334

Strategic Entrepreneurship and Innovation, 335

Innovation, 335 Entrepreneurs, 336 International Entrepreneurship, 337 Internal Innovation, 339

Incremental Innovations, 339 Radical Innovations, 339 Implementing Internal Innovation, 340

Cross-Functional Product Development Teams, 342 Facilitating Integration and Implementation, 343 Creating Value from Internal Innovation, 343 Innovation through Cooperative Strategies, 344 Innovation through Acquisitions, 345 Creating Value through Strategic Entrepreneurship, 346 Summary, 347 Ethics Questions, 348

Chapter 13: Strategic Flexibility and Real Options Analysis

354

Real Options Analysis, 356

Types of Real Options, 357 Purpose and Importance of Real Options Analysis, 359 Value Drivers for Real Options, 363 Valuation of Real Options, 367 Implementation Requirements of Real Options, 367 Summary, 368 Ethics Questions, 369 Appendix: Detailed Valuation Guidelines, 370 Name Index, 385 Company Index, 411 Subject Index, 417

CONTENTS

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Preface

Purpose of the Book The purpose of this book is to provide a comprehensive yet concise description of the core concepts of strategic management that firms need to use to meet the challenge of competing in the current fast-paced and globally competitive environment. Written to meet the educational needs of full-time and part-time MBA students as well as those pursuing an Executive MBA degree, this book will also serve the practicing manager, consultant, or corporate trainer whose firms or clients are faced with global economic challenges in achieving competitive advantage over their rivals. CEOs, line managers, and especially executives charged with developing and implementing strategic initiatives will find much to challenge their thinking and put to prescriptive use while reading and studying this book. Our examination of strategic management is distinctive in several important ways. The book contains a detailed treatment of multiple perspectives, including traditional industrial organization economics, the resource-based view, and the stakeholder perspective. These three perspectives form the foundation upon which other important ideas and tools for developing strategy are built. The net effect is an integrated approach that demonstrates how firms can simultaneously be ethical and efficient, socially responsible and profitable, responsive to multiple stakeholders and capable of sustaining high financial performance over the long term. Another distinguishing feature of this book is that strategies and methods for implementing them are treated within the same chapters. For example, the organizational structures required for implementing each of the business-level strategies are discussed in the chapter on business strategies. This approach provides students with a more complete understanding of the organizational implications of selecting a particular strategy. We also describe patterns of competitive rivalry and competitive dynamics, because these phenomena occur as firms implement business strategies to compete in their chosen markets. The chapter in which these important topics are considered discusses concisely yet thoroughly the competitive dynamics in slow-cycle, fast-cycle, and standard-cycle markets. To ensure that our descriptions of the core concepts of strategic management are accurate and up-to-date, we draw extensively from both current and classic academic research, using as guides the literature in economics, finance, marketing, business ethics, entrepreneurship, and social psychology in addition to strategic management. Also, to fulfill our purpose of providing contemporary insights and analysis, we use numerous current xvii


Licensed to: iChapters examples from the business press to illustrate how companies make use of the concepts presented here to achieve multiple goals and especially to improve firm performance. We tackle the critical issues of the day: strategic leadership, corporate governance, business ethics, competitive rivalry and competitive dynamics, strategic entrepreneurship, and real options. In fact, this is the only leading MBA-level strategic management text with separate chapters on corporate governance, strategic entrepreneurship, and real options analysis. This book also fully incorporates concepts of globalization and technological change. Increasing globalization and rapid technological change in the 21st century make the strategic management process highly challenging for managers. These trends create a high level of complexity and turbulence during the strategy development process and also increase the need for speed in making strategic decisions. We integrate issues associated with globalization and technological change in the chapters throughout the book. To emphasize their importance, we also discuss globalization and technological change in a separate chapter on international strategy. Additionally, because the strategic management process is most effective when grounded in ethical practices, ethics questions are presented at the end of each chapter. These questions challenge readers to place chapter-specific strategic management practices within an ethical context.

Parts of the Strategic Management Process Strategic Thinking is the foundation for the effective use of strategic management; as such, it is the first of this book’s themes. We then focus on the principles and techniques of Strategic Analysis in Part 2. In Part 3 we examine the topic of Creating Competitive Advantage. This discussion shows how firms create competitive advantage by developing and implementing effective business-level, cooperative, corporate-level, and international strategies. In Part 4, Monitoring and Creating Entrepreneurial Opportunities, we emphasize the important trend toward increased corporate governance that emerged in the post-Enron era. Because more intensive corporate governance tends to make firms more conservative, we integrate a discussion of strategic entrepreneurship into this section. We end with a chapter on real options that flows naturally from strategic entrepreneurship. Integrating these topics allows us to show how increased governance can in turn create a need for firms to actively identify and exploit entrepreneurial opportunities.

Part 1—Strategic Thinking Strategic thinking and the strategic leadership resulting from it are critical inputs to an effective strategic management process. In Chapter 1, we discuss strategic thinking and its link with effective strategic management. This relationship is more critical in the current competitive environment, which is characterized by globalization and increased technological change. Chapter 1 also examines the emergence of Strategic Management as a discipline. Some of the important early work in the field is reviewed, as are prominent contemporary ideas in the field. Three major perspectives that influence strategic thinking are introduced in Chapter 1. The Industrial Organization (IO) model of value creation, which is based in industrial organization economics, focuses on how competitive forces in the firm’s external environment shape the firm’s strategy. The resource-based model of value creation focuses on how strategy is shaped by the firm’s idiosyncratic and valuable resources, capabilities, xviii

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Licensed to: iChapters and core competencies. The stakeholder model of responsible firm behavior and firm performance envisions the firm at the center of a network of stakeholders. According to this model, firms that recognize the needs of stakeholders and that effectively manage relationships with a broad group of stakeholders are more likely to achieve high performance over the long term. The first chapter closes with a discussion of the key elements of strategic thinking and how it can be effectively integrated into the strategic management process. This process is described in detail, and the strategic management model described in Chapter 1 serves as an outline for the rest of the book. Because of the important role of managers in the strategic management process, Chapter 2 uses a comprehensive model to describe how managers, as strategic leaders, foster better strategic thinking throughout the organization. This chapter opens with a discussion of individual strategic leaders, their decision-making styles, and factors that influence their strategic decisions. The chapter then broadens to a discussion of top management teams, including the influence of team heterogeneity, team power, and executive succession processes. The rest of the chapter explains key strategic leadership responsibilities and actions, which include ensuring that the firm is well positioned economically, managing strategic resources, managing relationships with external stakeholders, determining strategic direction, overseeing formulation and implementation of specific strategies, and establishing balanced controls.

Part 2—Strategic Analysis In Part 2 of the book, we focus on how firms analyze their external environment and internal organization. After managers are oriented toward strategic thinking and understand principles of effective strategic leadership, the results of these analyses provide the information and knowledge needed to achieve competitive advantages by selecting and using particular strategies. Chapter 3 examines the different tools the firm uses to analyze the three parts (the general environment, the industry environment, and competitors) of its external environment. By studying its general environment, the firm can identify opportunities and threats. The IO model provides the foundation that firms use to study industries. The primary purpose of examining this part of the external environment is to determine the profitability potential of an industry or a segment of it. Competitor analysis, the final part of the firm’s external environment, yields information that allows the firm to know more about its competitors and about the actions and responses each competitor might take while competing in different markets. The emphasis in Chapter 4 is on internal analysis, and the purpose is to identify the resources, capabilities, and core competencies that can help a firm to achieve competitive advantages. Whereas Chapter 3 focused on what a firm might do as suggested by the external environment, this chapter focuses on what a firm can do as suggested by its resources, capabilities, and core competencies. The resource-based view of the firm is the underlying theoretical framework for Chapter 4’s discussions. Four criteria that firms use to identify core competencies—value, rarity, imperfect imitability, and nonsubstitutability—are described. In addition, we examine the value chain in of primary and activities to show how firms determine those activities with which they can or cannot create value. This analysis also provides information suggesting when a firm should outsource an activity in the value chain to a supplier. Finally, firms are cautioned to remain flexible so that core competencies do not become PREFACE

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Licensed to: iChapters core rigidities. An understanding derived from strategic analysis is the foundation needed to focus on the strategies firms can use to create competitive advantages. Chapter 4 concludes with a detailed examination of firm performance from multiple perspectives. The demands and needs of multiple stakeholders, as well as their power to influence the firm, are described. Multiple measures of firm performance are introduced, including both financial and nonfinancial measures. The chapter closes with a discussion of sustainable performance.

Part 3—Creating Competitive Advantage In Part 3’s chapters we simultaneously discuss formulation and implementation, components of the strategic management process that are examined separately in other books. Our t treatment of formulation and implementation actions is comprehensive and integrated. For example, our study of business-level strategies in Chapter 5 includes analyses of cost leadership, differentiation, focused cost leadership, focused differentiation, and integrated cost leadership/differentiation strategies. After explaining the characteristics of each strategy, we describe the unique organizational structure that firms match to each type of business-level strategy. In this manner, we link formulation (i.e., the selection of a business-level strategy) with implementation (i.e., the appropriate organizational structure matched with individual business-level strategies). This important and unique pattern of linking strategy with structure is followed in the remaining chapters of Part 3. Chapter 6 also focuses on business-level strategy in describing patterns of competitive rivalry between individual firms as well as patterns of competitive dynamics among all firms that compete within an industry. An important reason for the firm to understand competitive rivalry and competitive dynamics is to learn how to predict the actions that competitors might take against it as well as how the competitor might respond in retaliation against the focal firm’s competitive action. The chapter examines factors that are important to competitive rivalry (e.g., awareness, motivation, and ability as drivers of a firm’s competitive behavior) and the dimensions of competitive dynamics (e.g., the effects of varying rates of competitive speed in different markets). Thus, in total, the chapter’s analysis of rivalry and dynamics highlights their influences on firms’ competitive actions and competitive responses. We focus on cooperative strategies in Chapter 7. Cooperative strategies such as strategic alliances, t ventures, and network strategies have become increasingly important in the 21st-century competitive landscape. A key reason for this importance is that few if any firms have the resources necessary to either internally develop or acquire from external sources all of the resources needed to create value. Cooperative strategy is another path that firms follow when gaining access to and developing new resources and capabilities as well as exploiting current ones. This chapter examines strategies that have evolved in response to the challenges and opportunities created by increasing globalization and technological change. The chapter also explains the risks associated with cooperative strategies, including inadequate contracts, opportunism, and misrepresentation of competencies by partners. Dominant approaches for managing strategic alliances are also explored to explain how risk is managed when the firm cooperates with others to create value. Chapter 8 begins our discussion of corporate-level strategy. Concerned with the businesses in which the diversified firm intends to compete—and with how it will manage its portfolio of businesses—we discuss four major corporate-level strategies in this chapter. These strategies range from one with relatively little diversification (single business) to one xx

PREFACE


Licensed to: iChapters with substantial diversification (unrelated diversification). In addition, the unique organizational structures required to successfully implement each corporate-level strategy are described. The analysis of corporate-level strategy and diversification is extended in Chapter 9, where we discuss mergers and acquisitions. Mergers and acquisitions have been popular for many decades, and recent trends suggest that their popularity is unlikely to decline much in the next few years. Although many mergers and acquisitions fail, some do succeed. Chapter 9 presents reasons that for failure as well as those that contribute to merger and acquisition success. The dominant approaches to restructuring (downsizing, downscoping, and leveraged buyouts) are also discussed in this chapter. Successful firms restructure their portfolio of businesses as necessary. Restructuring can be initiated to deal with merger and acquisition failures or to adjust the firm’s portfolio of businesses in response to emerging opportunities in its external environment. Chapter 10 explores both corporate-level and business-level international strategies. As in the previous chapters in Part 3, we describe the organizational structures necessary to implement each of the corporate-level strategies. We also discuss some of the implications of implementing business-level strategies in a particular country. After selecting an international strategy, a firm must decide which mode of entry to pursue when implementing the chosen strategy. Exporting, licensing, strategic alliances, acquisitions, and establishing a new wholly owned subsidiary are entry modes that firms consider when entering markets. We also discuss outcomes of international diversification and the attendant political and economic risks.

Part 4—Monitoring and Creating Entrepreneurial Opportunities Corporate governance, strategic entrepreneurship, and real options analysis are examined in Part 4, the book’s final section. Corporate governance, given the post-Enron environment and the challenges many firms experience, is a critically important topic warranting a separate chapter. Therefore, Chapter 11 describes major corporate governance mechanisms and how they can be effectively used to ensure that the actions of the firm’s agents (key decision makers) are aligned with the principals’ (owners’) best interests. The chapter examines large institutional investors, boards of directors, and executive compensation as dominant governance mechanisms and indicates how they can be effectively used in the current business environment. In addition, we discuss trends in international corporate governance along with the need for continuous displays of ethical behavior by top-level managers and of the firm’s board of directors. Combining Chapter 11’s examination of effective corporate governance mechanisms with Chapter 2’s study of successful strategic leadership practices yields a comprehensive treatment of how the strategic management process can be used to ethically achieve a competitive advantage. In addition to grounding the analysis of effective corporate governance and strategic leadership in current research, we provide several company-specific examples to enhance understanding of how these principles can be successfully applied in today’s business organizations. Although corporate governance is important, increasingly stringent governance can create a more conservative strategic management process, particularly in the selection and implementation of the firm’s strategies. A highly conservative approach to the strategic management process increases the need for firms to pursue aggressively the identification and exploitation of entrepreneurial opportunities. Accordingly, Chapter 12 emphaPREFACE

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Licensed to: iChapters sizes actions that firms can take to create entrepreneurial opportunities and to manage them strategically in order to gain and sustain a competitive advantage. Entrepreneurship is commonly practiced in existing firms to renew current competitive advantages while simultaneously enhancing the firm’s ability to create new competitive advantages for future success. Furthermore, we examine how cooperative strategies and merger and acquisition strategies can be used in a more entrepreneurial manner to create competitive advantages. The final chapter focuses on how to manage entrepreneurial opportunities in an uncertain environment using real options tools. This chapter, which is new to this edition of Competing for Advantage, is of significant value for readers interested in understanding all aspects the strategic management process. Contributed by Jeff Reuer and edited by the authors, this new chapter provides up-to-date methods for planning and calculating the value of potential entrepreneurial projects. Successful use of these methods increases the firm’s flexibility when making decisions within the context of uncertain technological, product, and market environments.

Summary This book offers comprehensive yet concise coverage of the core concepts in strategic management as well as an explanation of the strategic management process that professional managers and those pursuing an MBA or EMBA degree will find useful. The book is comprehensive in that it examines traditional strategic management topics (e.g., industry analysis) along with other important topics (e.g., corporate governance, strategic leadership, competitive rivalry and competitive dynamics, strategic entrepreneurship, and real options) to help prepare students for a successful managerial career. The book’s four themes—Strategic Thinking, Strategic Analysis, Creating Competitive Advantage, and Monitoring and Creating Entrepreneurial Opportunities—are the foundation for providing readers with an integrated traditional and contemporary analysis of an effective strategic management process. We hope that all readers—instructors, students, and managers—will find the book helpful in understanding and successfully using strategic management concepts. We wish you well with your careers and with your use of the strategic management process.

Tools for Teaching and Learning Instructor’s Resource CD-ROM (ISBN 0-324-654979) Key ancillaries—Instructor’s Manual, Test Bank, and PowerPoint®—are provided on CD-ROM for easy customization in files formatted for Microsoft Office’s core word processor, Microsoft Word, and its core presentation graphics program, PowerPoint. The Instructor’s Manual contains outlines, sample syllabi, and discussion prompts. Test questions are provided in several formats: true/false, multiple-choice, essay, and case scenarios (problem-solving application questions). PowerPoint slides for each chapter of the text provide a complete chapter overview combined with figures and tables from the text.

Competing for Advantage Website (www.thomsonedu.com/management/hoskison) Broad online is provided on the text’s dedicated Website, including a map to relevant Harvard Business School cases.

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Business & Company Resource Center (BCRC) BCRC puts a complete business library at your students’ fingertips. BCRC is a premier online business research tool that allows students to seamlessly search thousands of periodicals, journals, references, financial information sources, market share reports, company histories, and much more.

TextChoice: Management Exercises and Cases TextChoice is the home of Thomson Learning’s online digital content. TextChoice provides the fastest, easiest way for you to create your own learning materials. Thomson’s Management Exercises and Cases database includes a variety of experiential exercises, classroom activities, exercises, and cases to enhance any management course. Choose as many exercises as you like, or add your own material to create a supplement tailor-fitted to your course. your South-Western/Thomson Learning sales representative for more information.

Acknowledgments We are grateful to the team at Thomson for working diligently on this project and to our students and colleagues (including many reviewers) who have provided valuable insights helping us to improve the overall quality of the book. We are especially appreciative of our families for giving us and encouragement and to our academic institutions for allowing us to pursue this and other book projects. We would be remiss if we did not also thank the many hundreds of authors we have cited in this volume for adding so much to the field through their thoughtful observations and rigorous research. In particular, we are grateful to Jeff rey Reuer for his insights on real options. This book reflects the work of numerous scholars with a common purpose of discovering and disseminating valuable research findings that help foster understanding and improve the strategic management process. We sincerely hope that we have presented the material in a way that is useful to graduate business students and others who are interested in learning how to help a firm “Compete for Advantage.”

Robert E. Hoskisson Michael A. Hitt R. Duane Ireland Jeffrey S. Harrison

PREFACE

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SECOND EDITION

Competing for Advantage

Robert E. Hoskisson Arizona State University

Michael A. Hitt Texas A&M University

R. Duane Ireland Texas A&M University

Jeffrey S. Harrison University of Richmond



Competing for Advantage, Second Edition Robert E. Hoskisson, Michael A. Hitt, R. Duane Ireland, Jeff rey S. Harrison VP/Editorial Director: Jack W. Calhoun Editor-in-Chief: Melissa Acuña Senior Acquisitions Editor: Michele Rhoades Developmental Editor: Rebecca von Gillern, Bookworm Editorial Services Marketing Manager: Clint Kernen Manager, Editorial Media: John Barans Technology Project Manager: Kristen Meere Associate Content Project Manager: Joanna Grote

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Printed in the United States of America 1 2 3 4 5 10 09 08 07 Student Edition (Package) ISBN 13: 978-0-324-31661-2 Student Edition (Package) ISBN 10: 0-324-31661-5 Student Edition (Book) ISBN 13: 978-0-324-31666-7 Student Edition (Book) ISBN 10: 0-324-31666-6

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Name Index

Aaker, D. A., 122n19, 155n38 Abbott, A., 295n85 Abell, D. F., 24n3, 27n102, 60n108, 122n8 Abrahamson, E., 57n17, 180n29 Abratt, R., 209n139 Acedo, F. J., 27n99 Ackoff, R., 26n65, 27n118, 28n148 Adler, P. S., 62n180, 352n103 Aeppel, T., 293n14 Afuah, A., 93n74, 94n108 Agle, B. R., 126n123, 326n6 Agrawal, R., 350n41 Aguilera, R. V., 326n17, 329n78 Ahlstrom, D., 94n91, 296n124, 332n180 Ahmadjian, C. L., 332n166 Ahuja, G., 25n40, 27n112, 123n41, 263n52, 264n73, 351n78 Aiello, R. J., 265n122 Airey, D., 24n17 Ajinkya, B., 328n62 Akbar, M., 237n25 Albanese, R., 59n72 Alcacer, J., 293n20 Alessandri, T. M., 241n147, 328n43 Alexander, M., 123n38, 236n7 Allard, J., 36 Allen, J. W., 350n61 Allen, L., 294n51 Allison, K., 326n5, 330n123 Almeida, J. G., 122n6 Alred, B. B., 295n65 Alvarez, S. A., 61n137, 124n65, 349n12, 352n126 Amason, A. C., 352n110

Ambos, B., 298n173 Ambrosini, V., 124n73 Ames, C., 124n75 Amihud, Y., 241n147, 327n39 Amit, R., 25n43, 27n106, 122n29, 125nn90, 96, 240n100, 349n6, 353nn143, 157 Amram, M., 382nn11, 12 Anand, J., 61n149, 206n63, 261n1, 262n19, 263n65, 265n126, 331nn136, 146 Anand, V., 25n48, 59n93, 62n182 Ancona, D., 126n127 Andal-Ancion, A., 93n76, 121n1 Anders, G., 262n32, 329n98 Anderson, E., 25n41 Anderson, P., 25n41, 123n49, 263n51 Anderson, R. C., 241n150, 326n21, 327nn26, 40, 328n59 Andersson, S., 293n24, 350n52 Andersson, U., 298n166 Andrews, K. R., 8, 63nn63, 64 Andrews, T. G., 299n183 Angwin, D., 263n45 Angwin, J., 94n104 Anquan, W., 29n157 Ansoff, H. I., 8, 26n62 Anthony, C., 24n6, 92n9, 262n16 Antikarov, V., 383n36 Aoyama, Y., 296n99 Ardichvilli, A., 61n146 Argenti, P. A., 28n132, 332n182 Argote, L., 124n65 Argyres, N., 26n82, 94n93 Arikan, A. M., 27nn94, 99 Arino, A., 209n152, 210n158, 297n134

Armstrong, L., 180n54, 181n85 Armstrong, R. W., 157n124 Arndt, M., 326n10, 328n50 Arnold, D. J., 293n12 Arnott, R., 331n143 Arora, A., 27n112, 296n115 Arregle, J. L., 208n118, 297n129, 353n135 Artz, K. W., 95n120, 123n32, 123n48, 209n155 Arvids, A., 58n35 Asakawa, K., 293n19, 298n170 Ashford, S. J., 61n155 Ashforth, B. E., 62n182 Ashkanasy, N. A., 60n94 Ashton, J. E., 351n80 Asin, A., 264n80 Athanassiou, N., 58n44, 122n14, 125n97, 327n27 Audia, P. G., 122n19 Aukutsionek, S., 332n180 Aulakh, P. S., 296n108 Auster, E. R., 262n10 Autio, E., 92n30, 122n6, 296n103, 353n130 Awazu, Y., 205n4, 209n145 Axelrod, B., 61n155 Axelrod, R., 205n12, 208n98 Babakus, E., 296n110 Backmann, J. W., 26n86 Baden-Fuller, C., 207n72 Baek, H. Y., 299n177 Baek, J.-S., 332n175 Baiman, S., 155n70 Baker, H. K., 328n49 Baldwin, T. T., 124n68 Balfour, F., 94n80 Baljko, J., 156n110

385


Licensed to: iChapters Ballmer, Steven, 36 Bamford, J., 297n127 Banerji, K., 295n85 Bannert, V., 263n50 Bansal, P., 24n17, 27n103 Bantel, K. A., 57n16, 58n53 Barber, B. N., 264n104 Barefield, R. M., 240n109 Barkema, H., 93n78, 94n85, 263n71, 351n67 Barker, R. G., 295n74 Barnard, C. I., 26n65, 205n11, 208n97 Barner-Rasmussen, W., 299n191 Barnes, Brenda, 41 Barnes, F. B., 352n126 Barnes, R., 56n2 Barnett, M. L., 28n137 Barney, J. B., 24nn1, 7, 27nn94, 99, 107, 28nn134, 139, 142, 61n144, 63n191, 103, 122nn12–14, 123nn31, 32, 124nn76, 78, 80–83, 125n89, 154n7, 156nn72, 80, 205n1, 206n48, 207n88, 208n117, 209nn150, 151, 210n158, 236n8, 264n88, 349nn12, 32, 350nn32, 33, 352n126 Barnir, A., 60n129 Baron, R., 349n11 Barr, P. S., 299n193 Barringer, B. R., 28n136, 63n192, 207n87, 300n196, 332n184, 349nn7, 9, 11 Barroso, C., 27n99 Barsade, S., 58n57 Barth, H., 155n47 Bartlett, C. A., 61nn137, 142, 145, 93n70, 295nn70, 83, 296n120 Barton, D., 179n8 Bates, K. A., 123n47, 238n47 Bates, T. W., 241n150, 326n21, 327n40 Batson, A., 299n180 Battelle, J., 351n70 Bauerlein, V., 262n26 Bauerschmidt, A., 155n51 Baum, J. R., 62n168 Baumgartner, P., 94n100 Baumol, W. J., 348n2 Baysinger, B. D., 329n81 Bayus, B. L., 123n38, 207n77 Bazerman, M. H., 57n22 Beal, B. B., 181n69 Beal, B. D., 91n3, 296n95

Beamish, P. W., 62n167, 93n79, 208n124, 238n47, 263n46, 294n42, 296n122, 297n125, 298nn162, 164, 174, 299nn189, 196, 350n49 Bebchuk, L. A., 330n100 Becerra, M., 58nn50, 53 Beck, B., 93n67 Beck, K. A., 28n132, 332n182 Becker, B. E., 63n199 Beer, M., 58n43 Begley, T. M., 122n22, 292n5, 350nn39, 49 Beinhocker, E. D., 62n161 Belderbos, R., 24n24, 179n1, 180n49, 297n151 Bell, G. G., 207n67 Bellman, E., 262n28 Belson, K., 181n61 Bengtsson, L., 209n140 Benner, M. J., 125n91 Bennett, D. S., 205n12, 208n98 Bennis, W. G., 27n97, 242n156 Benson, G., 59n77 Berentson, B., 205n33 Berfield, S., 60n104 Bergh, D. D., 236nn9, 10, 238n54, 239n92, 240n121, 261n1, 263n62, 265n123, 266n143, 329n75, 331n137 Bergmann, H., 299n190 Berle, A., 328n61 Berman, D. K., 262nn25, 26, 41 Berman, S. L., 27n130, 123n42, 206n44 Bernardo, A. E., 241n133 Bernstein, J., 293n35 Berry, L. L., 154n25 Berument, H., 93n53 Best, A., 265n118 Bethel, J. E., 265n127 Bettis, J. C., 330n118 Bettis, R. A., 25n34, 60n98 Bezos, Jeffrey, 335 Bhambri, A., 59n91 Bhappu, A., 295n75 Bhojraj, S., 328n62 Bierly, P. E., III, 206nn45, 47 Bierman, L., 60n127, 124n59, 264n81, 350nn47, 59, 353n147 Biller, S., 156n111 Binkley, C., 181n88 Birkinshaw, J. M., 240n112, 293n30, 295nn64, 88, 90, 350n41 Bish, E. K., 156n111

Bishop, K., 58n60 Bizjak, J. M., 241n150, 326n21, 327n40, 330n118 Bjorkman, I., 61n135, 299n191 Black, R., 383n44 Black, S. S., 154n12 Blankson, C., 293n24 Bleeke, J., 382n21 Bliss, R., 241n146 Bluedorn, A. C., 349n11 Bluetow, M., 293n37 Blyler, M., 27n105, 126n136 Bodwell, C., 27n124 Boeker, W., 58n50 Bogner, W. C., 123n45 Bolton, L. E., 154n33 Bonabeau, E., 24n3 Bonardi, J.-P., 93n59 Bonn, I., 29n158 Borgatti, S. P., 209n129 Borison, A., 383n52 Borrelli, L., 352n111 Borrus, A., 299n186, 328n50 Borza, A., 208n118, 297n129, 353n135 Boswell, W. R., 27n108 Botosan, C., 239n95 Boubarkri, N., 332n178 Boudette, N. E., 24nn19, 20 Boulding, W., 181n68 Bouquet, C., 297n148 Bourgeois, L. J., III, 9, 26n78, 56n9, 181n64 Bowen, H. P., 294n45 Bower, J. L., 240n116 Bowman, C., 124nn73, 74 Bowman, E. H., 26n83, 154n7, 236n4, 241n131, 265n128, 382n27, 383n50 Boyd, B. K., 59nn69, 78, 241n144, 327n41, 331n146 Boyd, D. P., 122n22, 292n5, 350n39 Boyd, N. G., 27n107, 205n11, 208n97 Boyle, M., 59n65 Boynton, A., 352n106 Bradley, F., 298n173 Brady, D., 299n186, 328n50 Brailsford, T. W., 350n43 Brandenburger, A., 94n108 Brandes, P., 241n147, 328n43, 330n120 Brannen, M. Y., 238n61 Branson, Richard, 19 Brant, J., 59n81 Brass, D. J., 62n182

386

NAME INDEX


Licensed to: iChapters Brauer, M., 265n130 Bremner, B., 264n98, 332nn164, 165 Brennan, M. J., 382n26 Bresman, H., 126n127, 293n30 Bricker, R., 327n24 Bricklin, D., 239n75 Briody, E. K., 24n15 Brodsky, N., 131, 154n28 Brodwin, D. R., 56n9 Bromiley, P., 28n142, 126n125, 236n8, 328n46 Brooks, G. R., 94n97 Brousseau, K. R., 242n156, 296n122 Brouthers, K. D., 95n110, 296n104, 297n146 Brouthers, L. E., 95n110, 154n24, 297n146 Brown, E., 92n35 Brown, S. L., 60n112 Brown, T. E., 61n147 Browne, John, 7 Bruce, A., 156n107 Bruce, M., 125n102 Bruderer, E., 205n12, 208n98 Brummel, Lisa, 37 Brush, C. G., 26n87, 122n4, 123n48 Brush, T. H., 123n32, 236n8, 238n53, 328n46 Bruton, G. D., 62n161, 266n158 Bryan, C., 93n45 Bryan, S., 330n110 Bryce, D. J., 241n142 Bucerius, M., 264n78 Buchholtz, A. K., 155n51 Buck, T., 332n180 Buckley, M. R., 61n136 Buckley, P. J., 123n34 Buffett, Warren, 314 Bunderson, J., 58n48 Bupta, D., 238n49 Burgelman, R. A., 60n118, 61n154, 236n5, 349n28, 351n73 Burke, L. M., 58n57 Burns, T., 155n43 Burr, B. B., 326n20 Burt, R., 124n85 Burt, T., 94n84 Burton, T. M., 262n41 Busby, J. S., 383n48 Busenitz, L. W., 57n18, 122n30, 237n29, 241n153, 265n131, 266nn149, 150, 159, 349n30, 351n85

Bush, George W., 272 Bush, J., 295n91 Bushee, B. J., 328n69 Bushman, R., 327n41 Butler, J. E., 27n104 Butterfield, D. A., 60n95 Butterfield, K. D., 62n182 Buysse, K., 92n28 Bygrave, W. D., 350n60, 353n155 Byrne, J. A., 331n141 Byrnes, N., 326n2 Cadbury, A., 326n16 Cairo, R., 206n57 Calantone, R. J., 24n6, 92n9, 97n7, 182n110, 262n16 Caldwell, C., 125n116, 329n80, 333n189 Caligiuri, P., 60n129, 61n133 Camerer, C. F., 264n80, 265n112 Camp, S. M., 62n172, 92n17, 94n82, 154n5, 205n16, 207n83, 348n4, 349n17, 352n120, 353nn144, 157 Campa, J. M., 239n97 Campbell, A., 123n38, 236n7, 265n128 Campbell, D., 205n4 Canina, L., 94n107, 179n16, 180n40, 206n64 Cannella, A. A., Jr., 59n85, 60n98, 241nn145, 147, 265n128, 326nn7, 13 Cantwell, J., 293n31, 295n87 Canyon, M. J., 329n83 Capell, K., 155n59 Capron, L., 238nn61, 62, 241n141, 262nn19, 35, 38, 263n62 Cardinal, L. B., 237n20 Cardon, M. S., 350n37 Cardoza, R., 61n146 Carey, D. C., 45, 59n88, 60n124 Carini, G., 94n101 Carleton, J. R., 264n78 Carney, M., 326n12, 327nn27, 29, 331n150 Carney, S., 294n40 Carpenter, M. A., 25n31, 57n10, 59nn63, 73, 79, 94n92, 295n71, 299n187, 300n198, 326n1, 329nn82, 92, 330nn103, 109, 331n140 Carroll, G. R., 181n72 Carson, M., 93n63 Carter, A., 56n8 Carter, M. E., 330n119

Carter, M. J., 123n34 Cartwright, P. A., 93n76, 121n1 Cashen, L. H., 181n64 Casio, W. F., 266n152 Castanias, R., 58n41 Castrogiovanni, G. J., 24n24, 179n1 Caulfield, B., 156n109 Caves, R. E., 179n9, 298n164, 382n29 Cavusgil, S. T., 24n15 Certo, T., 327n31 Ceylan, N. B., 93n53 Chai, B., 330n124 Chakraborty, A., 331n143 Chakravarthy, B., 123n34, 237n29 Chambers, J., 119, 126n132 Champlin, D. P., 240n118 Chan, C. F., 293n24 Chan, K. F., 349n20 Chance, D., 330n119 Chandar, N., 327n24 Chandler, A. D., 8, 26n61, 155n56, 217, 237nn30, 34, 36 Chandra, A., 239n80 Chang, J., 294n55 Chang, L., 332n179 Chang, S.-C., 298n163 Chang, S. J., 25n27, 126n137, 179n2, 206n41, 237n23, 240n105, 263n43, 298nn153, 159, 300n197, 328n60, 382n2 Chang, Y., 240n129 Chappuis, B. E., 261n6 Charan, R., 59nn81, 83, 326n12 Charkham, J., 326n15, 331n159 Charns, M. P., 207n75 Chatterjee, S. J., 207n83, 237n21, 238n55, 240n121, 241n139, 329n75, 331n137 Chatterji, D., 156n120 Chattopadhyay, A., 263n44 Chattopadhyay, J., 91n2 Chattopadhyay, P., 262n17 Chaudhuri, S., 208n104 Checa, N., 122n14 Checker, N., 156n119 Chen, C. C., 28n140, 327n37, 332n183 Chen, H., 57n12, 298n158 Chen, J. S., 29n157, 293n32, 295n69, 352n98 Chen, L. Y., 352n126 Chen, M. A., 326n4, 330n120

NAME INDEX

387


Licensed to: iChapters Chen, M.-J., 58n49, 159, 161, 164, 179n6, 180nn27, 28, 32, 38, 42–44, 48, 181nn73, 74, 89–91 Chen, Q., 327n41 Chen, S.-F. S., 262n43 Chen, S.-S., 328n57 Chen, S. S. M., 293n24 Chen, Y.-R., 28n140, 332n183 Cheng, J. L. C., 181n57 Cheng, J. M.-S., 293n24 Chi, P. S. K., 94n97 Chi, T., 124n73, 383n33 Chiang, J., 180n55, 351n77 Chidley, J., 329n80 Child, J., 295n85, 297n134, 299n187 Chingos, P. T., 330n117 Chiu, W. K. C., 292n8 Chiu, Y.-H., 299n188 Cho, H.-J., 63n205, 350n44 Cho, T. S., 58n49 Choi, C. J., 331n146 Choi, J. J., 292n11 Choi, T. Y., 125n106, 205n15, 209n136 Chompusri, N., 299n183 Chon, G., 24n23, 93n55 Chowdhry, B., 241n133 Chozick, A., 24nn12, 22, 23, 93n55 Chrisman, J. J., 155n51 Chrisman, J. L., 349n28 Christen, M., 181n68 Christensen, C. M., 25n39, 58n43, 100–102, 122n13, 123n40, 352nn101, 108 Christensen, C. R., 8, 26nn63, 64 Christodouloy, C., 209n155 Christophe, S. E., 298n163 Chu, P.-Y., 236n5 Chui, Y., 296n106 Chung, C., 237n23 Chung, L., 299n187 Chung, S., 207n68 Chung, W., 94n107, 182n103, 293nn20, 26, 294n55 Chvyrkov, O., 351n67 Clark, D., 181n88 Clark, K. D., 25n47, 91n5, 349n20 Clarke, T., 332n179 Clifford, P. G., 123n39, 349n6 Cline, R. S., 207n73 Coakley, L., 241n134 Coates, J. F., 92n38

Cochran, P. L., 62n175, 63n188, 125n117 Coff, R. W., 27n105, 123n57, 126n136, 240n108, 241n138, 262n17, 263n53, 265n124, 327n37, 330n126 Cogdill, Richard, 245 Cohen, J. R., 62n188 Cohen, S. S., 206n65 Colarelli, G., 351n79 Colella, A., 56n6, 60n121 Coleman, J. J., Jr., 209n131 Coles, J., 59n69, 328n56, 329n88 Collies, D. J., 94n105 Collingwood, H., 61n143, 122n15 Collins, C. J., 25n47, 91n5, 349n20 Collins, J. C., 56n7, 58n39, 62n171 Collis, D., 237n27 Colquitt, J. A., 61n137, 124n65, 352n119 Colvin, G., 59n81, 92n43, 262n19 Combs, J. G., 59n74, 205n3, 206n38, 208n109, 241n144, 329n96 Conant, Doug, 32 Conger, J. A., 59n77, 326n8, 329n90 Connelly, B., 292n3, 293n31, 298nn161, 175 Connor, J. M., 207n91 Contractor, F. J., 299n190 Conyon, M. J., 330n105 Cook, F. X., Jr., 351n80 Cool, K., 179n20 Coombs, J. E., 123n42, 333n190, 349n18 Cooper, A. C., 207n70, 241n134, 352nn122, 125 Copeland, T., 382n11, 383nn36, 54 Copp, C. B., 206n64 Cordeiro, J. J., 241n145 Core, J. E., 326n3 Corley, K. G., 122n11 Cornell, B., 28n141, 332n185 Cosset, J.-C., 332n178 Costa, I., 91n6, 94n96 Cotterill, R. W., 262n37 Courtney, H., 382n3 Coutu, D. L., 61n143 Couvelaire, Alexander, 199–200 Covin, J. G., 60n125, 155n47, 206n54, 266n148, 349n16 Cox, L. W., 350n60, 353n155

Coy, P., 124n67 Coyne, K. P., 123n39, 349n6 Craft, S. H., 155n35 Crainer, S., 179n17 Cramer, R. D., 93n61 Crane, A., 95n123 Crittenden, W. F., 62n186, 327n27 Crosby, L. B., 181n80 Crosby, P. B., 181n77 Croson, D. C., 327n33 Cross, R., 61n140 Crossan, M. M., 349n29 Crotts, J., 63n193 Cullen, R., 181n81 Cullinan, G., 262n19, 264n93 Cummings, J. L., 27n101 Cummings, T., 59n91 Cunningham, S. W., 93n73 Cusumano, M. A., 58n44, 125n97 Cyert, R. M., 265n114 Cyr, L. A., 61n141 Dacin, M. T., 57n13, 59n72, 94nn90, 91, 208n99, 208n118, 209n138, 296n124, 297nn129, 133, 332n180, 353n135 daCosta, R. C., 298n164, 299n189 Daellenbach, U., 58n48 Dahlsten, F., 92n27 Dahya, J., 330n115 Daily, C. M., 58n53, 59n70, 60n125, 154n15, 266n148, 326n7, 327n31, 328n63, 329n78, 349n16 Dallenbach, U. S., 241n152 Dalsace, F., 125n104 Dalton, C. M., 328n50 Dalton, D. R., 58n53, 59n70, 60n125, 154n15, 266n148, 326n7, 327n31, 328n50, 329n78, 349n16 Dalziel, T., 327n35 Daneshkhu, S., 293n15 Danielson, C. C., 124n68 Dant, R. P., 208n112 Darr, A., 239n80 Das, S., 125n91, 206n46 Das, T. K., 57nn19, 23, 207n79, 209nn133, 136, 296n123 Da Silva, N., 124n85 Datta, D. K., 57n18, 58n48, 59n75, 264n80 Daus, C. S., 60n94

388

NAME INDEX


Licensed to: iChapters D’Aveni, R. A., 25nn32, 34, 207n80, 241n146, 242n156, 382n5 Davenport, T. H., 25n27, 122n13, 179n2, 351n86 David, P., 328n69 Davidson, J. M., 156n120 Davidsson, P., 61n147 Davies, H., 299n187 Davis, C., 350n37 Davis, D. L., 350n61 Davis, G. E., 327n23 Davis, J. H., 28n134, 59n72, 62n185, 210n160, 326nn7, 20 Dawar, N., 263n44 Dawson, C., 94n103 Day, G. S., 179n11, 180n53 Dean, J. W., Jr., 169 DeAngelo, H., 328n46 DeAngelo, L., 328n46 Deans, G. K., 180n29, 261n6 Debaise, C., 93n66 De Carolis, D. M., 27n107, 61n137, 91n7, 94n106, 123n42 DeCastro, J., 122n20, 125n114 DeCecco, Dave, 89 Deckop, J. R., 333n188 De Cremer, D., 28n140, 209n144, 332n183 Deeds, D. L., 61n137, 123n42, 124n64, 352n122, 353n137 Deephouse, D. L., 94n106, 123n53 DeFillippi, R., 125n87 Dehaene, A., 329n74 de Kluyver, C. A., 125n115, 154nn3, 16, 157n125 de la Fuente Sabate, J. M., 95n117 de la Torre, C., 328nn56, 58 de la Torre, J., 210n158, 297n134 Delio, M., 206n51 Delios, A., 297n148, 298n162, 299n177, 331n136 Dell, Michael, 45, 97 Delong, G., 238n53 De Luca, Guerrino, 346 de Luque, A. S., 294n41 DeMarie, S. M., 25n34, 92n9 de Miguel, A., 328nn56, 58 Deming, W. E., 181n78 Demise, N., 333n187 Deng, F. J., 63n196 Deng, P., 297n150 Denis, D. J., 240n100

Denis, D. K., 240n100 DeNisi, A. S., 25n46, 60n122 Dent, G. W., Jr., 205n20 Desai, A., 326n7, 328n48 Desarbo, W. S., 181n73, 237n28 Desbrieres, P., 266n157 Dess, G. G., 61n150-152, 124n66, 125nn93, 111, 154nn6, 13, 23, 156nn98, 101, 264n82, 349nn7, 23 Dessler, G., 93n48 DeTienne, D. R., 348n2 Devan, J., 57n27 Devers, C. E., 25n32, 207nn80, 83 DeVito, R., 181n80 De Vuyst, V., 329n74 Dewenter, K., 237n26 de Wied, W. S., 328n71, 329n72, 331n128 DeYoung, R., 266n154 Dhanaraj, C., 208n122 Dharwadkar, R., 241n147, 328n43, 330n120 Dhesbrough, H. W., 351n71 Dial, J., 57n18, 266nn149, 159 Diamantopoulos, A., 241n136 Di Benedetto, C. A., 237n28 Dickerson, A. P., 265n116 Dickson, D. R., 63n193 Di Gregorio, D., 351n84 DiMicco, Dan, 43 D’Innocenzio, A., 155n67 Dino, R. H., 58n55 Dirks, K. T., 209n155 Di Santo, V., 60n129, 61n133 Disney, Roy, 173 Disney, Walt, 173 Distefano, J. J., 58n54 Dixit, A. K., 382n25 Dobni, C. B., 154n10 Dobosz-Bourne, D., 348n1 Dobrev, S. D., 181n72 Dodurova, M., 24n15 Doh, J. P., 298n168 Dolbeck, A., 263n60 Dollinger, M., 264n86 Domoto, H., 238n61 Donaldson, G., 27n117 Donaldson, L., 59n72, 326nn7, 20 Donaldson, T., 28n131 Donaldson, William, 309 Donkin, R., 92n22 Dorf, B., 154n27 Dou, W., 296n109 Doucet, T. A., 240n109

Dougherty, D., 352n111 Douglas, T. J., 24n2, 28n143 Doukas, J. A., 263n45, 298n163 Dous, M., 25n27, 179n2 Dow, S., 326n14 Dowell, G., 181n66 Dowling, G. R., 123n54, 181n94 Down, J., 123n42, 206n44 Doz, Y. L., 25n53, 61n154, 236n5, 295n84, 351n79 Dranikoff, L., 266n138 Drazin, R., 352n121 Driver, M. J., 242n156, 296n122 Droge, C., 91n7, 182n110 Drori, I., 299n187 Drucker, P. F., 92n41, 122n26, 154n15, 238n60, 335, 349n19 Drucker, V., 95n125 Drummond, A., 91n4 Du, Y., 332n179 Duffy, D., 350n36 Duh, R.-R., 57n12 Duhaime, I. M., 26n93 Dunfee, T. W., 326n8 Dunning, J., 293n31 Durand, R., 57n33 Dussauge, P., 206n61, 207n72, 238n61 Dutkowsky, D. H., 294n37 Dutra, A., 154n34 Dutta, D. K., 349n29 Dutta, S., 60n120, 94n105 Dutton, J. E., 61n155 Duysters, G., 208n118 Dyer, J. H., 124n60, 206n40, 207n66, 208n104, 209nn143, 144, 153, 210n159, 297n139, 383n34 Dyomina, N., 332n180 Dysters, G., 265n120, 298n158 Easterwood, J., 266n147 Echambadi, R., 350n41 Echols, A., 207n68 Eden, L., 293n12, 294n56 Edgecliffe-Johnson, A., 382n6 Edwards, C., 181n70 Edwards, J., 331n151 Edwards, R., 27n125, 328n51 Edwards, T., 332n176 Eesley, C., 27n122 Egelhoff, W. G., 123n37 Eggleston, Andy, 197 Ehrenfeld, J. R., 29n165 Einhorn, B., 25n44, 60n114

NAME INDEX

389


Licensed to: iChapters Eisenberg, M. A., 327n24 Eisenhardt, K. M., 25nn30, 37, 60n112, 92n92, 93n49, 121n2, 122nn5, 9, 16, 205n31, 236n9, 239n88, 263nn59, 63 Eisenmann, T. R., 208n103, 240nn100, 116 Eisenstat, R., 58n43, 239n96 Elango, B., 294n49 Elango, D., 297n149 Eldomiaty, T. I., 331n146 Elenkov, D. S., 61n148, 262n31, 300n198, 327n42 Elgin, B., 25n44, 181n61 Elloumi, F., 326n3, 330n105 Ellstrand, A. E., 58n53, 154n15, 329n78, 350n51 Engardio, P., 299n186 Engel, E., 327n41 Englander, E., 333n186 Enright, M. J., 292n9 Ensher, E. A., 60n97 Ensign, P. C., 295n90 Enz, C. A., 94n107, 179n16, 180n40, 206n64 Epstein, M. J., 24n10 Eren, M. S., 352n115 Ernst, D., 206n40, 297n127, 382n21 Eroglu, S., 208n114 Espitia-Escuer, M. A., 298n162 Esterl, M., 62n179 Ethiraj, S. K., 25n48, 60n119 Evan, W. M., 62n162 Evans, J. R., 169 Evans, P., 29n161, 352n105 Fahey, L., 92nn8, 25, 31, 36, 93n52, 94n93, 95n128 Fairclough, G., 297n126 Fama, E. F., 241n151, 326n9, 327n30 Faraci, R., 265n128 Faria, A., 156n107 Farjoun, M., 60n102, 62n160, 237n28, 261n3 Farrell, D., 298n168, 350n53 Fassbender, H., 350n53 Fealey, T., 239n80 Fee, C. E., 262n36 Feeney, J., 299n194 Feldman, E., 62n178 Feldman, L. F., 26n87 Feldman, M. S., 123n44 Felo, A., 333n189 Felton, R. F., 29n162

Fenn, P., 156n107 Ferguson, G., 25n42 Fernandez, N., 180n37 Ferrary, M., 206n65 Ferrier, W. J., 25nn33, 34, 61n149, 179n15, 180nn24, 25, 44, 47, 52, 53, 181nn72, 87, 89, 93, 95, 182n100, 263n68, 383n47 Ferrin, D. L., 209n155 Fey, C. F., 61n135 Fiegenbaum, A., 207n83 Field, L. C., 331n139 Fields, G., 206n65 Fiet, J. O., 28n150, 125n119 Filatotchev, I., 58n60, 93n77, 205n30, 292nn3, 12, 329n93, 332n180 Finegold, D. L., 59n77, 326n8, 329n90 Fink, G., 124n65 Finkelstein, S., 34, 57n17, 58n56, 59n86, 60n101, 93n48, 123n49, 241nn144, 146, 242n156, 300n198, 327nn32, 41, 328n42, 329n76, 330n100 Fiol, C. M., 61n144 Fiorina, Carly, 231 Fischer, B., 352n106 Fischer, H. M., 330n119 Fischer, S., 331n158 Fisher, J. D., 237n12 Fisher, S. R., 265n128 Fiss, P. C., 331nn152, 156 Floe-Lindquist, K., 25n54, 294n47, 297n132, 351n83 Fleisher, C. S., 95n121 Fleming, C., 382n30 Fleming, L., 351n80 Fleming, T., 93n71 Flood, P., 57n11, 58n47 Floyd, S. W., 123n38, 349n7 Foley, S., 60n95 Folta, T. B., 61n149, 206n48, 208n107, 382n19 Fombrun, C. J., 28n136, 62n163, 123n31, 154n6, 180n29, 332n184 Fong, M., 94n86 Fontaine, Anne, 147 Foote, N., 239n96 Forbes, D. P., 181n59, 329n80 Ford, R. C., 62n167, 63n193 Forest, S. A., 62n177, 156n104, 240n122 Forsgren, M., 298n166

Forsyth, M., 266n140 Fosfuri, A., 296n115 Foss, N. J., 298n176 Foust, D., 299n186 Fowler, C. L., 264n77 Fowler, G. A., 297n126 Fowler, S. W., 155n40, 295n84, 352n120 Fox, J., 328n52 Fox, M., 331n146 Fram, E. H., 329n78 Franko, L. G., 349n22 Frary, J., 154n34 Fraser, J. A., 351n95 Fredrickson, J. W., 25n31, 43, 57nn10, 30, 58n40, 59n79, 60nn106, 107, 94n92, 154n9, 236n2, 237n13, 263n67, 295n71, 299n187, 300n198, 330n102 Freeman, J., 125n112 Freeman, R. E., 15, 24n8, 27nn114, 119, 126–128, 60n100, 62nn159, 162, 125n118, 126nn122, 123, 205n10 Frick, K. A., 261n6 Fried, J. M., 330n100 Fried, V. H., 62n161 Frolov, Alexander, 247–248 Frooman, J., 126n121 Frost, T. S., 295n90, 351n68 Fruin, W. M., 238n61 Frynas, J. G., 299n181 Fubini, D. G., 297n127 Fuchs, P. H., 61n154 Fuentelsaz, L., 179n15, 180n33, 205n27 Fuerbringer, J., 94n88 Fuller, K., 261n5 Gadiesh, O., 295n69 Gaertner, S., 124n60 Gainey, T. W., 125n98 Galan, J. L., 27n99 Galbraith, J. G., 239n91 Galbraith, J. S., 155nn45, 52 Galunic, D. C., 239n88 Gambardella, A., 27n112 Gammelgaard, J., 263n72 Ganesan, S., 154n25 Gannon, M. J., 181n69, 182n97, 298n173 García, D., 57n35 Gardberg, N. A., 28n141, 332n185 Gardner, T. M., 28n138, 181n92

390

NAME INDEX


Licensed to: iChapters Garg, V. K., 92n21 Garland, S. B., 208n95 Garnham, P., 93n57 Garrette, B., 206n61, 207n72 Garten, J. E., 179n18, 298n159 Garud, R., 353n154 Garvin, D. A., 169, 352n114 Gary, M. S., 238n45 Gates, Bill, 36, 37 Gatignon, H., 263n51 Gavetti, G., 122nn20, 27, 123n57, 154n1 Gawer, A., 58n44, 125n97 Gedajlovic, E. R., 327n29, 331n151 Geiger, S. W., 181n64 Geletkanycz, M. A., 154n12, 241n144, 327n41 Gelfer, S., 332n180 Genesove, D., 239n73 George, G., 296n103, 350nn46, 48, 62 Gepp, A., 24n17 Geppert, M., 295n71 Gerchak, Y., 238n49 Gerety, M., 329n91 Geringer, J. M., 294n44, 298n164, 299n189 Gerstenhaber, M., 208n113 Gerstner, Louis, 40 Gertner, R., 382n1 Gertsen, F., 352n97 Geyskens, I., 239n77 Ghemawat, P., 156n99, 209n127, 292n9, 294n60, 382n10, 382n17 Ghoshal, S., 26n56, 61nn137, 142, 145, 93n70, 261n1, 295nn65, 70, 83, 327n37 Gibbert, M., 25n52, 92n10 Gibson, C., 295n79 Gibson, H. D., 265n116 Gilbert, C., 25n39 Gile, C., 125n94 Gillin, L. M., 209n155 Gillis, W. E., 329n96 Gilson, R., 240n126 Gimeno, J., 91n3, 179n7, 180nn33, 37, 38, 39, 181n69, 207n93, 239n73, 296n95, 328n69 Gingrich, J. A., 263n44 Gittell, J. H., 63n195 Glader, P., 207n81, 262n9 Gleason, K. C., 328n57 Glick, W. H., 25n48, 57n18, 58n57, 59n93, 91n2, 262n17

Glynn, M. A., 299n193, 352n121 Gnyawali, D. R., 180n21 Goerzen, A., 209n130 Goffee, R., 61n155, 62n173 Golden, B. R., 59n62, 208n94, 326n6 Goldenberg, J., 351n81 Goldsborough, R., 92n24 Goldstein, D., 330n127 Goldstein, H. R., 156n82 Goll, I., 58n42, 92n92 Gomes, L., 330n107 Gomez, J., 179n15, 180n33, 205n27 Gomez-Mejia, L. R., 241nn131, 145, 326n3, 327nn25, 32, 34, 328n44, 330 nn101, 105, 110, 112, 116 Gompers, P. A., 328n62 Gong, Y., 297n132 Gonzalez, I. S., 95n117 Gonzalez, M., 205n21 Goold, M., 236n7 Goranova, M., 241n147, 328n43 Gordon, R. A., 26n59, 27n96 Gore, William, 343 Gorman, P., 122n23 Gove, S., 60n99 Govindarajan, V., 24nn25, 26, 57nn14, 15, 61nn144, 145, 125n88, 292nn4, 5 Graffin, S. D., 58n37 Grant, L., 155n68 Grant, R. M., 103, 104, 241n129 Gratton, L., 26n56, 61n131 Graves, Michael, 148 Graves, S. B., 27n124, 28n130, 28n142 Gray, S. R., 241n145 Greco, J., 56n4, 155n57, 237n31 Green, J., 58n45, 60n113, 181n84 Green, S., 56n5 Greene, J., 182n101 Greene, P. G., 122n4 Greening, D. W., 28n138, 124n61 Greiner, L., 59n91 Greve, H. R., 95nn113, 118, 181n71 Grewal, R., 181n73 Griffin, D. A., 239n80 Griffith, D. A., 294n47 Griffith, R. W., 124n60 Grimm, C. M., 57n16, 91n3, 179nn4, 5, 10, 13, 19, 180nn22, 23, 31, 36, 50, 52, 181nn69, 75, 90, 95, 182n97 Grinstein, Y., 327n42

Grinyer, P., 122n24 Grohmann, B., 208n106 Gross, Clifford M., 345 Grosse, R., 299nn183, 193 Grossman, W., 241n144, 263n50, 327nn22, 36, 328nn63, 64, 69, 329nn81, 89, 351n69 Grundei, J., 182n109 Gudridge, K., 240n122 Guedhami, O., 332n178 Gueyie, J.-P., 326n3, 330n105 Guilley, K. M., 333n190 Guirguis, H. S., 208n96 Gulati, R., 210n159, 239n77 Gunkel, J. D., 63n203 Gunz, H. P., 58n41 Gupta, A. K., 24nn25, 26, 57n15, 61nn144, 145, 125nn88, 93, 154n6, 156n101, 292nn4, 5 Gupta, S., 333n188 Guth, W. D., 8, 63nn63, 64, 122n24 Guthrie, J. P., 58n48 Gutierrez, I., 205n29, 327n32, 328n44 Gwynne, P., 265n123 Haahti, A., 296n110 Hachigian, Kirk S., 246 Hackman, J. R., 157n123 Hadjimarcou, J., 154n24 Hafeez, K., 124n72, 125n102 Hafner, K., 181nn60, 62 Hagedoorn, J., 208n122, 265n120, 298n158, 352n127 Hair, J. F., Jr., 154n34 Haleblian, J., 265nn106, 107, 125 Halevy, T., 206n40 Haliinan, J. T., 94n104 Hall, D. T., 61n132, 351n66 Hall, R. H., 104, 155n70, 156n71 Hall, Terence, 284 Hall, W. K., 156n100 Hallaq, J. H., 95n127 Halligan, A., 181n81 Hambrick, D. C., 34, 43, 57nn13, 17, 58nn36, 49, 56, 59n86, 60nn98, 101, 106, 107, 93n48, 154n9, 181n73, 207n79, 209n133, 236n2, 237n13, 241n144, 263n67, 265n110, 297n133, 300n198, 326n13, 327n32, 328n42, 329n91, 330n100 Hamel, G., 28nn145, 146, 154, 60n105, 124n72, 125n102, 154nn10, 14, 179n3, 181n59,

NAME INDEX

391


Licensed to: iChapters Hamel, G. (continued) 298n169, 349n22, 351n71, 382n31 Hamilton, W. F., 382n2 Hamm, S., 241n132 Hammonds, K. H., 25nn35, 37 Handfield, R. B., 293n28 Handfield-Jones, H., 61n155 Hanlon, S. C., 205n11, 208n97 Hannan, M., 125n112 Hansen, M. H., 28nn134, 139, 209nn150, 151, 210n158 Hansen, M. T., 124n69 Hanvanich, S., 91n7, 182n110 Harback, H. E., 58n43 Harbison, J. R., 205n7, 264n80 Hardee, C., 28n147 Harder, J., 125n107 Harford, J., 331n137 Harlan, C., 95n124 Harper, N. W. C., 241n134 Harrigan, K. R., 26n55, 205n8, 207n87, 239n84 Harris, C., 24n17 Harris, D., 60n96 Harris, I. C., 59n72 Harris, M., 239n95 Harris, R., 266n147 Harrison, A. E., 298n167 Harrison, Brian, 344 Harrison, D. A., 62n175, 125n117 Harrison, J. S., 26n80, 28nn136, 141, 143, 150, 60n100, 62n165, 63n192, 94n107, 124n77, 125n119, 157n125, 179n16, 180n40, 205nn13, 14, 206nn54, 64, 207nn82, 87, 238nn41, 51, 240nn115, 121, 128, 261nn1, 5, 262n11, 263nn45, 51, 56, 61, 64, 264nn74, 77, 89, 100, 265nn105, 115, 118, 119, 125, 129, 296n123, 297n141, 300n196, 329n75, 331n137, 332nn184, 185, 341, 352n98, 353n141 Harryson, S., 207n71 Hart, Clare, 88 Hart, M. M., 122n4 Hart, S. L., 28n132, 292nn9, 12, 332n182 Hartel, C. E. J., 60n94 Hartzell, J. C., 330n114 Harvey, M. G., 61n136, 294n47 Harzing, A.-W., 206n41, 237n12, 295nn65, 72, 297n146 Haspeslagh, P., 262n30

Hass, W. J., 328n55 Hassan, F., 56n5 Hassan, S. S., 155n35 Hatch, N. W., 124n60, 207n66, 209n144 Haveman, H. A., 179n14, 239n76 Hawawini, G., 27n113, 123n39 Hay, M., 349n17 Hayashi, Y., 332n172 Hayes, C., 264n77 Hayes, E., 61n155 Hayton, J. C., 296n102, 350n40 Hayward, M. L. A., 58n38, 264n72, 265nn110, 113 Hebert, L., 297n148 Heeley, M. B., 155n47 Hegarty, H., 206n54, 264n83 Hegarty, W., 330n108 Hegtvedt, K. A., 28n140, 332n183 Heide, J. B., 327n38 Hejazi, W., 292n9 Helfat, C. E., 26n83, 58n41, 60n96, 123n58, 154nn7, 12, 236nn4, 9, 263n63 Hemphill, T. A., 205n1 Henderson, A., 330n102 Henderson, R., 26n93 Hendricks, R., 351n82 Hendrickx, M., 236n8, 328n46 Hendry, K., 326n1 Henisz, W. J., 299nn177, 194 Hennart, J. F., 125n93, 154n6, 156n101, 208n104 Henriksson, K., 209n140 Henriques, I., 27n117, 332n181 Henry, D., 266n146 Henry, N., 180n45 Herbert, T. T., 295n71 Hesterly, W. S., 59n69, 209n129, 329n88 Hill, C. W. L., 25n36, 57n26, 93n74, 123n42, 125n93, 154n6, 155n40, 156n101, 205n10, 206n44, 237n35, 238n59, 239n92, 240nn110, 111, 264n102, 266n147, 292n8, 296n105, 330n111 Hill, N. T., 330n104 Hill, W. L., 27n127 Hiller, N. J., 58n36 Hillman, A. J., 27nn120, 130, 93nn59, 61, 299n194, 326n6, 327n35, 332n181 Hilton, B., 331n146 Himelstein, L., 331n132 Hindo, B., 123n36

Hines, A., 92n38 Hitt, M. A., 24nn1, 3, 7, 25nn34, 46, 26nn57, 60, 27nn95, 108, 120, 28n147, 29n159, 56n6, 57nn13, 26, 58nn43, 61, 59n76, 60nn98, 99, 121, 122, 127, 61n139, 62nn169, 172, 63n207, 91nn1, 6, 92nn9, 17, 93nn61, 76, 77, 94n79, 94nn82, 90, 91, 96, 95n120, 123nn39, 52, 56, 124nn59, 70, 154nn5, 12, 205nn3, 16, 29, 206nn38, 54, 207n83, 208nn118, 121, 209nn134, 138, 141, 234, 236n4, 237n16, 238nn43, 44, 59, 239nn78, 79, 95, 240nn110, 111, 128, 241n140, 261nn1, 5, 262n11, 263nn45, 50–52, 55, 56, 61, 64, 69, 72, 264nn74, 77, 81, 89, 92, 99, 100, 103, 265nn105, 108, 109, 115, 117–119, 125, 129, 132, 266nn137, 141, 155, 292nn3, 5, 6, 293n31, 296nn114, 123, 124, 297nn129, 133, 141, 142, 298nn161, 165, 166, 171, 175, 299nn189, 191, 300n200, 326n19, 327nn22, 36, 39, 328nn63, 64, 69, 329nn81, 89, 330nn111, 126, 331nn134, 161, 332nn178, 180, 348nn2, 4, 5, 349nn6, 24, 350nn39, 47, 50, 59, 64, 351nn68, 69, 90, 352nn107, 109, 112, 113, 117, 120, 353nn134, 135, 139, 141– 144, 146–148, 150, 151, 157, 382nn4, 6 Ho, K. W., 328n57 Hoang, H., 206n45 Hochwarter, W. A., 62n172 Hodges, J., 95n125 Hodgetts, R. M., 62n167, 295n62 Hodgkinson, G. P., 180n45 Hoetker, G., 156n105, 207n85 Hof, B., 181n61 Hof, R. D., 25n44, 349n15 Hofer, C. W., 9, 26nn58, 75, 76, 89, 155n51 Hoffmann, W. H., 297n139 Hogarth, R. M., 57n22 Hogler, R. L., 329n79 Hoi, C., 329n91 Hoiweg, M., 181n73 Holbein, G. F., 266n143

392

NAME INDEX


Licensed to: iChapters Holcomb, T. R., 298n166 Holcombe, R. G., 349n16 Holden, N., 124n65 Hollenbeck, G. P., 61nn134, 138 Holm, U., 298n166 Holmes, R. M., 93n77, 299n191 Holmes, S., 60n115 Holthausen, R. W., 326n3 Hom, P. W., 124n60 Homberg, C., 264n78 Homqvist, M., 242n156, 296n122 Hong, J., 155n44, 237n23, 298n159 Hood, N., 295n66 Hoopes, D. G., 124n59 Hopkins, H. D., 179n11, 295n75 Hornsby, J. S., 25n49, 61nn141, 146, 155, 124n69, 206n40, 238n40, 350n41 Horowitz, R., 351n81 Hoshi, T., 331n158 Hoskisson, R. E., 26n60, 28nn134, 139, 57nn18, 26, 58n61, 59nn76, 84, 63n207, 91n3, 93n77, 94n79, 122n30, 155n44, 181n69, 205n30, 206n54, 207n69, 208n121, 209nn150, 151, 234, 236nn3, 4, 237nn16, 22, 26, 29, 35, 238nn43, 44, 59, 240nn105, 110, 111, 115, 241nn144, 148, 153, 242n153, 261n1, 263nn50, 52, 55, 56, 61, 69, 264nn74, 89, 92, 102, 103, 265nn105, 108, 109, 119, 128, 266nn137, 141, 142, 149, 150, 159, 292nn3, 4, 12, 293n12, 294nn44, 46, 296nn95, 123, 298nn159, 171, 299n189, 300n200, 326nn16, 19, 327nn22, 36, 39, 40, 328nn57, 63, 64, 69, 329nn81, 89, 330nn111, 126, 332nn163, 173, 180, 333n191, 349nn24, 30, 350n50, 351nn68, 69, 85, 352nn107, 109, 112, 113, 353nn139, 150 Hough, J. R., 92n21 Houghton, K. A., 296n111 House, R. J., 59n81, 294n41 Howell, J. E., 26n59, 27n96 Howell, J. M., 351n88 Howell, R. A., 28n132, 332n182 Hrebiniak, L. G., 26n77, 63n190, 124n70

Hribar, P., 327n42 Hsieh, L.-F., 263n52 Hsu, C. C., 299n190 Huang, C.-H., 236n5 Hubbard, T. N., 264n85 Huber, G. P., 57n18, 91n2, 262n17 Huey, J., 124n84 Huff, A. S., 95n114 Huff, L., 297n135 Hughes, J. P., 265n108, 353n133 Hulland, J., 241n141 Hult, G. T. M., 94n94 Hunt, M. S., 95n112 Hurry, D., 382n27 Huse, M., 329n78 Huselid, M. A., 63n199 Hussey, D., 155n44 Hutt, M. D., 205n4, 209n154, 351n89 Hutzschenreuter, T., 29n159 Huy, Q. N., 265n125 Huyghebaert, N., 181n92 Hwang, L., 330n110 Hymowitz, C., 326n11 Iacocca, Lee, 4 Iaquito, A. L., 58n40 Icahn, Carl, 311–312 Ihlwan, M., 180n54, 181n85 Immelt, J., 40, 44, 56n5, 257, 266n139 Incandela, D., 238n42 Ingram, P., 124n65 Inkpen, A. C., 25n46, 205nn6, 9, 206n50, 208n105, 293n30, 295nn68, 82, 86, 88, 92, 299n185, 331nn147, 153, 154, 160, 332nn163, 167, 177 Insinga, R. C., 125n108 Irarvani, S. M., 156n114 Ireland, R. D., 24n1, 25n49, 26n81, 27nn95, 108, 29n159, 60nn98, 121, 61n146, 62nn169, 172, 91n1, 92nn9, 17, 93n76, 94n82, 95n120, 123n52, 124nn59, 69, 70, 154nn5, 13, 205nn3, 16, 29, 206nn38, 40, 54, 207n83, 209nn134, 141, 237n16, 238nn40, 43, 240n128, 261nn1, 5, 262n11, 263nn45, 51, 52, 56, 61, 64, 264nn74, 77, 89, 100, 265nn105, 109, 115, 118, 119, 125, 129, 292n6, 296nn114, 123, 297n141, 298n165, 299n189,

348nn2, 4, 5, 349nn7, 9, 18, 350nn39, 41, 51, 64, 351n90, 352nn117, 120, 353nn134, 141, 142, 144, 146, 151, 157 Irwin, N., 154n26 Isaac, S., 156n116 Isaak, R., 296n105 Isobe, T., 292n1 Ito, K., 293n35 Itoh, H., 237n32 Ivy, R. L., 206n64 Izushi, H., 296n99 Jackson, E. M., 329n91 Jackson, G., 326n17 Jackson, S. E., 25n46, 57n16, 58n53, 60n122 Jacob, R., 295n94 Jacobides, M. G., 239n83, 327n33 Jacoby, M., 93n60 Jacoby, S. M., 331n148 Jacque, L. L., 299n182 Jagersma, P. K., 297n133 Jain, S. C., 132, 155n34, 353n154 Jalland, R. M., 58n41 Jammine, A. P., 241n129 Jankowicz, A. D., 348n1 Janne, O. E. M., 293n31, 298n176 Janney, J. J., 154n13, 241n148, 349n7 Jardins, J. D., 353n156 Jarillo, J. C., 349n9 Jarvenpaa, S., 125n101 Jassawalla, A. R., 352n106 Javidan, M., 292n5 Jawahar, I. M., 92n28 Jayachandran, S., 179n7, 180n38, 207n93 Jenkins, M., 180n45 Jennings, D. F., 209n155 Jensen, M. Jensen, M. C., 9, 26n72, 27n115, 126n129, 240n125, 262n21, 264n97, 326n9, 327n31, 328nn45, 46 Jenster, P., 155n44 Jeong, E., 265n132 Jermias, J., 348n1 Jevnaker, B. H., 125n102 Jiang, F., 293n25 Joachimsthaler, E., 122n19 Jobe, L. A., 239nn78, 79 Jobs, Steve, 337 Johaansson, J. K., 295n75 Johnson, G., 180n45 Johnson, J. L., 208n106, 329n78, 350n51

NAME INDEX

393


Licensed to: iChapters Johnson, M., 205n23, 296n118 Johnson, M. E., 239n84 Johnson, M. W., 25n39 Johnson, R. A., 58n61, 59n75, 63n207, 94n79, 236n3, 237nn22, 26, 240n105, 241n152, 263nn50, 52, 55, 264nn92, 103, 265nn105, 108, 127, 128, 131, 266nn141, 142, 294n46, 298n171, 326n19, 327nn22, 36, 39, 328nn57, 63, 64, 69, 329nn81, 89, 330n126, 332n163, 350n50, 351n69, 353n139 Jonacas, H., 205n5 Jones, C., 209n129 Jones, G., 61n155, 62n173 Jones, R., 181n86 Jones, S., 125n99 Jones, T. M., 27nn116, 127, 130, 28n131, 205n10 Joshi, M., 62n182 Joshi, S., 261n4 Joyce, W. F., 26n77, 63n190 Judge, W. Judge, W. Q., Jr., 58–59n61, 61n148, 300n198, 329n93 Junttila, M. A., 123n47, 238n47 Kaeufer, K., 126n127 Kahan, M., 241n149 Kahn, R. L., 26n68 Kahneman, D., 57nn20, 21, 32 Kakabadse, A., 59n82 Kakabadse, N., 59n82 Kale, P., 25n48, 60n119, 206nn39, 40, 208n104, 209n143, 263n58, 297n139, 352n123, 383n34 Kallendar, P., 156n81, 182n96 Kalnins, A., 94n107, 182n103 Kandemir, D., 207n79 Kang, J.-K., 332n175 Kang, S.-H., 265n114 Kanter, R. M., 25n45, 91n5 Kapelyushnikov, R., 332n180 Kaplan, R. S., 63nn198, 200– 202, 154n4, 156n121, 181n79 Kaplan, S., 62n161 Karim, S., 237n33 Karlgaard, R., 25n38 Karnani, A., 182n99 Karnik, K., 349n16 Karnitschnig, M., 262n27, 266n135, 331n155

Karpoff, J. M., 331n139 Karri, R., 125n116, 329n80, 333n189 Kashuk, Sonia, 148 Kashyap, A. K., 331n158 Kassinis, G., 59n62, 62n170, 126n131 Katila, R., 123n41, 263n52, 349n27 Kato, Y., 63n196 Katz, D., 26n68 Katz, J., 327n32, 330n116 Katz, M., 125n109 Kaufman, A., 333n186 Kaufmann, P. J., 208nn112, 114 Kawaura, A., 332n164 Kay, I. T., 264n82 Kay, N. M., 241n136 Kayworth, T. K., 25n49 Kazanjian, R. K., 239n91, 352n121 Keats, B. W., 25n34, 58n43, 61n139, 92n9, 155nn45, 49, 53 Kedia, B. L., 292n7 Kedia, S., 239n97 Keeble, D., 208n122 Keels, J. K., 266n158 Keenan, F., 331n132 Keil, M., 122n18 Keim, G. D., 27n130, 93n59, 326n6, 332n181 Keister, L. A., 237n23 Keith, T., 298n157 Keller, S. B., 155nn63, 69 Kelley, D. J., 350n40 Kelley, L., 297n135 Kelly, L. M., 327n27 Kelly, M. J., 205n5 Kelm, K. M., 349n23 Kendrick, John, 103 Kennedy, Aaron, 197 Kern, D., 62n161 Kerr, S., 62n172 Kerwin, K., 180n54, 181n85 Kesner, I. F., 181n57 Kessler, E. H., 206nn45, 47 Kester, W. C., 383n40 Ketchen, D. J., Jr., 29n160, 94n94, 154n5, 205n3, 206n38, 208n109 Kets de Vries, M. F. R., 60n123 Keuslein, W., 241n140 Khanna, T., 25n29, 237n23, 240nn102, 103, 292n9 Khermouch, G., 155n42 Kidder, D. L., 60n95

Kiel, G. C., 326n1, 326n13 Killman, S., 239n82 Kim, C., 236n11 Kim, D., 382n2 Kim, G. M., 207n68 Kim, H., 59n84, 155n44, 207n69, 208n121, 236n4, 237n35, 240n110, 242n153, 292n4, 298n159, 299n189, 300n200, 326n16, 333n191, 351n68, 353n150 Kim, J., 296n108 Kim, J.-J., 265nn106, 107, 125 Kim, L., 156n102 Kim, S., 236n11 Kim, W. C., 351n75 Kim, Y. J., 296n117 Kindler, Jeffrey B., 257 King, A. W., 124n87, 155n40, 352n120 King, D. R., 206n54 Kini, O., 331n129 Kirkland, J., 382n3 Kirkman, B. L., 352n106 Kirkpatrick, S. A., 62n168 Kirsch, D. A., 155n44 Kirsch, L. J., 63n195 Kisfalvi, V., 242n156 Kitamura, M., 332n173 Kiymaz, H., 328n49 Klaas, B. S., 125n98 Klein, S., 331n150 Kleindienst, I., 29n159 Kleinfeld, Klaus, 51 Kleinman, M., 123n55 Kline, D. M., 123n41, 296n114, 352n129 Kline, J. P., 240n122 Kline, M. J., 326n8 Kneip, T., 350n53 Knell, M. J., 205n34 Knight, D., 57n11, 58n47 Knight, G. A., 297n138 Knoedler, J. T., 240n118 Knolt, A. M., 241n142 Knott, A. M., 122n4, 123n44 Koberstein, W., 58n59 Kochhar, R., 60n127, 124n59, 239n95, 241n140, 264n81, 349n24, 350n47, 352nn107, 109, 112, 113, 353n147 Kogut, B., 331n146, 382nn2, 8, 18, 24 Koka, B. R., 352–353n129 Koller, T., 266n138 Kono, T., 238n56 Konopaske, R., 296n104

394

NAME INDEX


Licensed to: iChapters Koo, Chung Mong, 170 Kopczak, L. R., 239n84 Kor, Y. Y., 329n74 Kosnik, R., 326n19, 331nn131, 142 Kostova, T., 294n56 Kotabe, M., 125n98, 206n58, 238n61, 296n108, 298n173 Kotaro, T., 332n169 Kotha, S., 24n6, 27n130, 95n116, 155n46, 295n63 Kothandaraman, P., 239n87 Kovaleski, D., 208n119 Kowk, C. C. Y., 293n24 Koza, M., 296n122 Kraatz, M. S., 205n13, 207n82 Kracaw, W., 331n129 Kramer, M. R., 126nn130, 134 Kramer, R. J., 295n89 Kranhold, K., 94n81 Kranton, R. E., 239n85 Krapfel, R., 92n29 Kriesel, S., 350n53 Kripalani, M., 299n186 Krishnan, H. A., 261n4, 266n151, 300n199 Krishnan, M. S., 25n48, 60n119 Krishnan, R., 210n158 Krishnan, R. A., 261n4 Kroeger, F., 180n29, 261n6 Kroll, M., 27n107, 236n6, 262nn25, 31, 326n7, 327n42, 328n48 Krug, A., 264n81 Krug, J. A., 264n83, 330n108 Kruse, T. A., 265n131 Kuczynski, A., 262n39 Kuemmerle, W., 27n110, 95n110, 293nn18, 30, 32, 349n14, 350n59 Kulatilaka, N., 382nn8, 12, 24 Kumar, N., 239n77 Kumar, P., 265n114 Kumar, R., 330n119 Kumaraswamy, A., 353n154 Kumari, V., 205n28 Kundu, S. K., 299n190 Kunii, I. M., 332n165 Kuratko, D. F., 25n49, 61nn146, 155, 124n69, 206n40, 238n40, 350n41 Kwak, M., 180n51, 236n5, 239n97 Kwan, M., 261n2 Kwok, C. C. Y., 292n11, 299n177 Kwon, S.-W., 62n180

Labaye, E., 350n53 Lado, A. A., 27n107, 205n11, 208n97, 236n6, 262n25, 328n48 Lafley, A. G., 219, 238nn50, 57 Lafontaine, F., 208n110 Lages, C. R., 296n105 Lages, L. F., 296n105 Lakshman, N., 237n24, 264n98, 292nn1, 10 Lam, K., 332n179 Lamb, C. W., Jr., 154n34 Lamont, O. A., 239n97 Lampert, C. M., 25n40, 27n112, 264n73, 351n78 Landauer, S., 62n172 Lane, P. J., 94n83, 209n139, 297n128, 330n101, 349n7 Lang, L. H. P., 263n45, 298n163 Lang, W. W., 265n108 Langer, E. J., 57n33 Laponsky, J., 353n140 Larcker, D. F., 155n70, 326n3 Larimo, J., 294n38 Larraza-Kintana, M., 330nn105, 112 Larsson, R., 209n140, 242n156, 296n122 Lassen, A. H., 352n97 Lau, C. M., 293nn12, 31 Lau, H. F., 293n24 Lau, T., 349n20 Laursen, K., 353n149 Lavelle, L., 59n65, 328n50, 330n121, 352n128 Laverty, K. J., 63n197 Lavie, D., 28n143, 62n166, 207n74, 349n10, 353n145 Lawler, E. E., III, 59n77, 326n8, 329n90 Lawrence, J. D., 156n82 Lawrence, P. R., 155nn43, 54, 239n77, 352n110 Lawrence, T. B., 295n84 Lay, Kenneth, 51 Leahy, D., 207n90 Learned, E. P., 8, 63nn63, 64 Leavitt, H. J., 155n46 Le Breton-Miller, I., 327n29 Lee, C., 27n102, 353n131 Lee, H., 91n3, 93n76, 123n56, 124n59, 179nn4, 5, 10, 180n53, 181n63, 298n163, 331n161, 351n90, 353n148, 382n6 Lee, H.-U., 265n132 Lee, J., 61n139

Lee, J.-R., 293n32, 295n69 Lee, K., 27n102, 353n131 Lee, Ku Taek, 194 Lee, L., 262n33 Lee, P. M., 266n151, 327n37, 332nn163, 171, 351n95 Lee, R. P.-W., 208n106 Lee, S. H., 238n46, 295n75 Lee, T.-S., 327n29, 332n175 Lee, Y., 92n23 Lehrer, M., 293n19, 298n170 Lei, D., 24n2, 60n98, 121n1 Leiblein, M. J., 29n164, 125n104, 382nn14, 15, 28 Leibold, M., 156n96 Leidtka, J. M., 28n144 Leifer, R., 351nn79, 87 Leinicke, L. M., 62n187 Leleux, B., 179n20 Lemesis, G. V., 330n120 Lemmon, M. L., 241n150, 326n21, 327n40, 330n118 Lengnick-Hall, C. A., 60n126 Leno, Jay, 146 Lenox, M. J., 27n122 Lenway, S. A., 294n59 Leonard-Barton, D., 122n8, 125n113, 351n90 Lerner, M., 262n42 Le Roux, J.-M., 262n19, 264n93 Leuhrman, T., 383n46 Lev, B., 241n147, 327n39 Levav, A., 351n81 Levesque, L. C., 352n114 Levicki, C., 155n50 Levin, I. M., 62n171 Levinthal, D. A., 122n20, 123n57, 154n1 Levitas, E., 94n91, 208n118, 296n124, 297nn129, 133, 332n180, 353n135 Lewellen, W., 236n11 Lewin, A. Y., 295n75, 296n122 Ley, B., 62n184 Li, J., 207n79, 209n133, 297n133, 299n189, 332n179 Li, L., 295nn65, 72, 299nn187, 191 Li, M., 326n20, 328n47 Li, S., 297n136, 298n155 Li, Y., 299n187 Liang, Y., 237n12 Liao, Z., 298n176 Lichtenstein, B. B., 348n3 Lieberman, M. B., 181n65 Liebeskind, J. P., 265n127, 266n145

NAME INDEX

395


Licensed to: iChapters Liedtka, J. M., 24n9 Liesch, P. W., 297n138 Liker, J. K., 205n15, 238n61, 298n157 Lilien, S., 330n110 Lim, Y., 156n102 Lin, H.-S., 236n5 Lin, J. C., 57n12 Linder, J. C., 125n101 Lineberry, C. S., 264n78 Linton, J., 327n39 Lioukas, S., 94n53 Litschert, R. J., 57n13 Litteral, L. A., 156n117 Liu, P. W., 122n21 Liu, Y., 299n187 Livnat, J., 240n100 Locke, E. A., 62n168, 122n19 London, T., 292n12 Long, W. F., 266n158 Lonie, A. A., 330n115 Loomis, C. J., 24n11 Lopez, E. J., 240n123 Lord, M. D., 93n61, 208n118 Lorenzoni, G., 207n72 Lorsch, J. W., 27n117, 59n71, 155nn43, 54, 241n148, 352n110 Lott, S., 209n149 Lovallo, D., 57n32 Love, E. G., 265n133, 266n136 Lowe, J., 239n96 Lowe, R. A., 58n35 Lowry, T., 156n92, 262n34 Lu, C., 208n103 Lu, J. W., 93n79, 208n124, 238n47, 263n46, 296n122, 297n125, 298n162, 299n196, 350n49 Lubatkin, M. H., 58n55, 207n79, 238n55, 240nn117, 121, 262n37 Lubit, R., 123n45 Luce, R. A., 326n6, 332n181 Lucier, C., 349n6, 353nn143, 157 Ludema, R. D., 294n51 Luehrman, T., 374, 382n2 Luffman, G., 154n10 Luft, D., 296n111 Lumpkin, G. T., 61nn150–152, 154n23, 156n98, 348n3, 349n23 Lundquist, G., 28nn153, 156 Luo, Y., 92n27, 94n90, 208n124, 210n157, 236n3, 237n39, 293n18, 294nn43, 46,

295n67, 296nn104, 107, 297n132, 298nn155, 170, 299n188 Lyles, M. A., 94n83, 208n122, 209n139, 297n128 Lynall, M. D., 326n6 Lynch, D. F., 155nn63, 69 Lynch, L. J., 330n119 Lynch, M., 146, 156n89 Ma, H., 208n94 Maccoby, M., 28n134, 60n125 MacDonald, E., 330n121 Machalba, D., 92n15 Macharzina, K., 293n32 Mackey, A., 28n142 Mackey, T. B., 24n1, 28n142, 154n7 MacMillan, I. C., 8, 26nn66, 69, 122n8, 174, 181n89, 295n73, 350n38, 352nn96, 118, 382n11 Madan, M., 293n28 Madhavan, R., 180n21 Madhok, A., 27n109, 209n134 Madigan, K., 125n99 Madsen, T. L., 94n101 Madupu, V., 296n110 Magretta, J., 58n52, 125n120, 179n12 Maguire, J., 122n14 Mahaffie, J. B., 92n38 Mahmood, I. P., 294n59 Mahoney, J. M., 326n21, 331n139 Mahoney, J. T., 28n133, 294n43, 326n21, 331n139 Mainkar, A., 262n37 Makadok, R., 94n99, 122n5 Makhija, M., 28n143, 122n7 Makino, S., 292n1, 293n31, 298n174 Makri, M., 330nn101, 105, 112 Malak, N., 124n72, 125n102 Malburg, C., 155n62 Mallette, P., 264n77, 329n79 Malnight, T. W., 295n81, 298n166 Malter, A. J., 154n25 Man, T. W. Y., 349n20 Mandel, M. J., 25n28, 125n99 Manev, I. M., 208n121, 299n192 Mangel, R., 327n34 Manikutty, S., 237n24 Mankins, M. C., 24n10 Manolova, T., 26n87 Manz, C. C., 25n48, 59n93

Mar, P., 332n178 Marcel, J., 296n102 March, J. G., 26n65, 57nn23, 25, 29, 239n91 Marcus, A., 206n37 Marden, R., 27n125, 328n51 Maremont, M., 240n116 Marginson, D. E. W., 238n39 Marin, P. L., 180n37 Marino, L., 209n156 Markham, S. K., 351n87 Markides, C. C., 27n102, 236nn5, 6, 238n59, 264n103, 266n143 Markoczy, L., 57n11, 58nn40, 45, 48, 265n125 Marks, M. L., 56n5, 238n52, 265n124 Marquez, P., 327n27 Marr, M., 239n90 Marsh, L., 351n83 Marsh, S. J., 123n57, 180n23, 352n120 Marshall, F., 155n38 Marshall, J., 329n91 Martin, J. A., 122n5, 156n112 Martin, K. J., 329n96 Martin, X., 210n158, 238n61 Massini, S., 295n75 Masters, B., 326n5, 330n123 Matheren, B. P., 350n37 Mathews, J. A., 209n131 Mathis, J., 299n183 Mathur, I., 328n57 Mathur, S., 25n42 Mathys, N. J., 62n172 Matilis, S., 126n128 Matsusaka, J. G., 241n139 Matta, E., 330n103 Matten, D., 295n71 Mattern, F., 156n115 Matthews, J. A., 206n65 Matthyssens, P., 125n105 Mattila, A. S., 180n41 Matusik, S. F., 59n87 Mauborgne, R., 351n75 Maurer, H., 330n125 Mauri, A. J., 293nn28, 36 May, E., 28n151 Mayer, R. C., 28n134, 62n185, 210n160 Maynard, M., 156n112 Maznevski, M. L., 58n54 Mazursky, D., 351n81 McAfee, A., 156n115 McCabe, K., 125n91

396

NAME INDEX


Licensed to: iChapters McCall, M. W., Jr., 61nn134, 138 McCardle, K. F., 263n58 McCarthy, A., 58n48 McCarthy, M. J., 93n72 McCracken, J., 24n21 McDaniel, C., 154n34 McDougall, J. G., 60n125 McDougall, P. P., 94n98, 266n148, 349n16, 351n65 McEvily, B., 206n37, 209n156 McEvily, S. K., 121n2, 123n34, 125n91, 237n29 McGahan, A. M., 24nn4, 6, 26nn82, 92, 28n133, 94n93, 265n121 McGee, J. E., 60n103, 154n23, 156n98 McGrath, R. G., 61n149, 122nn8, 19, 207n83, 295n73, 350n38, 352nn96, 118, 382nn11, 28, 383nn47, 53 McGregor, J., 206n56 McGuire, J., 326n14, 330n103 McGuire, William, 314 McIntyre, T., 264n83 McKelvey, B., 123n44 McKendrick, D. G., 25n27, 179n2, 295n77 McKenna, T. M., 92n19 McKinley, W., 265n133 McKinnon, R., 93n54 McKnight, William, 341 McLaughlin, G. L., 92n28 McLaughlin, K. L., 238n42 McMahan, G. C., 154n23 McMillan, J., 350n56 McMillan, M. S., 298n167 McNamara, G., 25n32, 207n80 McNamee, M., 326n10 McNulty, T., 329nn87, 95 McTague, J., 239n95, 242n154, 328n53 McVea, J., 24n8, 125n118, 126n123 McWilliams, A., 61n130, 122n14, 125n116, 292n7 McWilliams, G., 182n98 McWilliams, V., 59n69, 328n56 Means, G., 328n61 Mecham, R. L., III, 292n7 Meckling, W. H., 9, 26n72, 27n115, 327n31 Meiland, D., 56n5 Mellahi, K., 299n181 Menard, Y., 24n17 Mendelow, A. L., 61n149, 383n47

Menipaz, E., 264n78 Merchant, H., 240nn117, 121 Mercken, L. F., 28n140, 332n183 Merriman, K. K., 333n188 Mester, L. J., 265n108 Metrick, A., 328n62 Meulbroek, L. K., 330n113 Meyer, C., 24n3 Meyer, K. E., 26n57, 297n152, 332n178 Mezias, J. M., 91n4, 122nn18, 24, 154n6, 209n130 Mian, S., 331n129 Michael, S. C., 208nn112, 115, 351n72 Michaels, E., 61n155 Michalisin, M. D., 123n41 Michel, J. G., 57n13 Mifflin, K. E., 61n154 Miles, G., 209n131 Miles, R. E., 209n131 Millan, K., 57n27 Millar, C. C. J. M., 331n146 Miller, C. C., 26n81, 56n6, 58n57, 60n121, 154n13, 237n20 Miller, D., 59n92, 61nn139, 154, 181nn74, 91, 239n96, 327n29 Miller, D. J., 238n63 Miller, J. S., 330n101 Miller, K. D., 28n142, 126n125, 206n48, 208n107, 382nn19, 30, 383n45 Miller, R., 299n186 Miller, S. R., 24n15, 208n124, 294n56 Miller, T., 93n77, 292n3, 293n31, 298nn161, 175, 299n191 Milliken, F. J., 329n80 Milton, L., 329n84 Milton-Smith, J., 62n186 Minehart, D. F., 239n85 Minniti, M., 349n13 Mintzberg, H., 8–9, 26nn70, 71, 27n121, 48, 62n158 Mirabal, N., 266n154 Mirvis, P. H., 238n52, 265n124 Mische, M. A., 63n204 Mishra, A., 237n25 Mitchell, G. R., 382n2 Mitchell, R. K., 126n123, 326n6 Mitchell, W., 26n93, 91n1, 205n12, 206nn61, 63, 207n72, 208n98, 238n61, 262n38, 263n62 Mitsuhashi, H., 155n44

Mittal, Sunil Bharti, 198 Moeller, S. B., 262n23 Moeller, T., 326n19, 330n126 Moesel, D. D., 263nn52, 55, 264n92, 265n108, 326n19, 328n57, 330n126, 353n139 Moffett, S., 93n44, 332n168 Mohr, A. T., 297n129 Mok, V., 181n83, 292n7 Mol, M. J., 125n105 Molina-Morales, F. X., 294n48 Monczka, R. M., 25n29 Montgomery, C. A., 237n27 Montgomery, D. B., 181n65, 292n1 Montoya-Weiss, M. M., 92n29, 351n94 Moon, C.-G., 265n108 Moon, M., 383n51 Mooney, A. C., 327n32, 329n76 Moran, P., 261n1, 327n37 Morgensen, G., 329n97 Morita, Akio, 30 Morris, B., 182n116 Morris, M. H., 350n61 Morrison, A. J., 295n88 Morrow, J. L., Jr., 265n131 Morse, E. A., 295n84 Mosakowski, E., 294n56 Moses, A. R., 155n68 Moskowitz, G. T., 383n50 Moss, M., 95n126 Motlana, P., 209n139 Mount, I., 156n109 Mowery, D. C., 206n36 Moy, J. W., 332n179 Moyes, Jerry, 258 Mudambi, R., 295n87 Mudd, S., 299n183 Mukherjee, T. K., 328n49 Mukherji, A., 292n7 Mulally, Alan, 4 Mulcahy, Anne, 38, 41 Mullaney, T., 25n44 Mullin, W. P., 239n73 Munce, Claudia Fan, 338 Muncir, K., 352n111 Mundie, Craig, 37 Muriel, A., 156n111 Murphy, P. E., 63n189 Murphy, S. E., 60n97 Murray, J. Y., 125n98 Murtha, T. P., 294n59 Muth, M., 331n146 Myer, K. E., 298n154 Myers, S. C., 382n13, 383nn35, 39

NAME INDEX

397


Licensed to: iChapters Nachum, L., 208n122, 295n66, 296n101 Nair, A., 24n6, 95n116 Nalebuff, B., 94n108 Nambisan, S., 240n109 Nanchum, L., 331n149 Narasimhan, O., 60n120, 94n105 Narayanan, V. K., 92n36, 93n52, 94n93, 349n23 Narula, R., 208n118 Ndofor, H., 179n15, 180nn25, 44, 47, 181nn72, 87, 89, 93, 182n100 Neal, W. D., 154n34 Neck, H. M., 350n60, 353n155 Neilson, Cook, 146 Nelson, J., 331n138 Nerad, Jack, 170 Nerer, A., 181n63 Nerkar, A., 25n48, 92n18 Netter, J., 261n5 Neupert, K. E., 296n104 Neustadt, R., 28n151 Newell, R., 179n8 Newman, K. L., 94n88 Nguyen, H. V., 297n152 Nhoria, N., 124n69 Nibler, M., 331n151 Nicholls, S., 181n81 Nicholson, G. J., 326n13 Nickel, M. N., 241n131 Nielsen, A. P., 123n45, 264n87 Nielsen, U., 296n109 Nigh, D., 58n44, 122n14, 125n97 Nixon, R. D., 58n43, 91n6, 94n96, 123n39, 265n132, 349nn6, 24, 352nn107, 109, 112, 113, 353nn143, 157 Nobel, R., 293n30 Noda, T., 94n105 Noe, R. A., 61n137, 124n65 Nohria, N., 265n133, 266n136 Nonnemaker, L., 179n14, 239n76 Noorderhaven, N. G., 210n158 Norburn, D., 331n146 Nord, W. R., 57n28 Norman, P. M., 95n120, 209n137 Norton, D. P., 63nn198, 200– 202, 154n4, 156n121, 181n79 Novaes, W., 237n26 Novicevic, M. M., 61n136 Numagami, T., 295n75 Nummeia, N., 350n62 Nunez-Nickel, M., 327n32, 328n44

Nutt, P. C., 28n134, 122n17, 332n182 Nyaw, M.-K., 297n132 O’Brien, J. P., 349n25 O’Byrne, S. F., 383n41 Ocasio, W., 180n44 O’Connell, V., 296n116 O’Connor, G. C., 351n82 O’Connor, J. P., Jr., 333n190 Odland, Stephen, 233 O’Donnell, E., 154n24 O’Donnell, S., 330n106 Ogden, D., 45, 59n88, 60n124 O’Grady, M. A., 94n89 O’Leary, Michael, 135 Olexa, R., 156n108 Olgun, H., 93n53 Olhager, J., 207n74 Olian, J. D., 57n11, 58n47 Oliver, C., 26n93, 208n99 Oliver, R., 332n181 Olsen, D. M., 294n44 Olsen, E. M., 154n11 O’Neill, H. M., 155nn45, 49, 51, 53, 240n115, 296n102, 332nn163, 171, 351n95 O’Neill, J. W., 180n41 O’Neill, R. M., 61n155 Ong, J., 206n55 Ooghe, H., 329n74 Oosterveld, J. P., 326n18 Ordonez, J., 93n46 O’Reilly, C. A., III, 155n41 Osborne, J. D., 95n117 Osheroff, M., 328n50 Ostrosky, J. A., 62n187 O’Sullivan, A., 352n111 Overdorf, M., 352nn101, 108 Oviatt, B. M., 351n65 Oxley, J. E., 206n36, 209n126 Oxman, J. A., 60n121 Ozment, J., 155nn63, 69 Paez, B. L., 240n122 Pagano, M. S., 265n108 Paik, Y., 299n177 Paladeau, Lou, 170–171 Palepu, K. G., 25n29, 240nn102, 103 Palia, K. A., 124n70 Palich, L. E., 237n20 Palmer, D., 264n104 Palmer, T. B., 94n94, 236n3, 294n46 Palmeri, C., 331n132

Palmisano, Samuel J., 40, 186 Pan, Y., 94n97, 294n42, 297n136 Panchal, S., 93n56 Pant, L. W., 62n188 Pantzalis, C., 236n11, 294nn50, 51 Parent, J. D., 60n95 Park, C., 238n53, 240n129, 263n63 Park, D., 28n147, 57n13, 94n90, 209n138, 266n151, 300n199 Park, H. Y., 125n100 Park, K. S., 332n175 Park, N., 154n6 Park, S., 25n27, 179n2, 300n197 Park, S. H., 92n27, 94n90, 180n47, 206n54 Parker, G., 295n78 Parkhe, A., 208n124, 294n56 Parnell, J. A., 155n61, 157n128 Patrick, A. O., 330n99 Patton, K. M., 92n19 Pauly, P., 292n9 Pauwels, P., 125n105 Pavelin, S., 207n90 Pearce, C. L., 57n11, 58n47 Pearce, J. A., II, 59n61, 319 Pearson, J. M., 181n80 Peck, S. I., 330n105 Pedersen, T., 298n176, 329n77 Pegels, C., 58n44, 125n97 Pehrsson, A., 238n49 Pekar, P., 205n7 Pelled, L. H., 58n54, 93n49 Pelpu, K., 237n23 Peng, M. W., 93n77, 95n114, 238n46, 292nn3, 12, 293n18, 295n75, 296n105, 297nn124, 130, 327nn35, 37, 332n178 Penner-Hahn, J., 293n34, 298nn169, 172 Pennings, J. M., 27n102, 353n131 Penrose, E. T., 11–12, 27n98 Peppers, D., 154n27 Pereira, J., 155n38 Perez, A. M., 184, 205n19, 231 Perlmutter, H., 206n39, 352n123 Perotti, E., 332n180 Perrone, V., 209n156 Perry, M. L., 92n29 Perry-Smith, J. E., 349n21 Peteraf, M. A., 95n115, 123n31, 237n27 Peters, T. J., 56n5 Petersen, B., 296n121

398

NAME INDEX


Licensed to: iChapters Petersen, K. J., 293n28 Petitt, S. P., 328n47 Petkova, A. P., 28n136, 332n184 Petra, S. T., 329n86 Petrick, J. A., 62n185 Pettigrew, A., 60n98, 295n75, 326n13 Pettit, R. R., 25n27, 179n2, 263nn47, 48, 327n42 Pettway, R. H., 237n26 Pfeffer, J., 8, 26nn67, 68, 61n130, 155n41, 156n122, 265n111 Phan, P. H., 266n147, 327n39, 331nn148, 162 Phatak, A. V., 293nn28, 36 Phene, A., 351n83 Phillips, R., 27nn126, 128 Pick, K., 241n148 Picken, J. C., 124n66, 125n111 Pigman, G. A., 299n181 Pil, F. K., 181n73 Pinch, S., 180n45 Pinches, G. E., 349n23 Pindado, J., 328nn56, 58 Pindyck, R. S., 382n25 Pine, B. J., II, 94n100 Ping, E. J., 292n8 Pisano, G. P., 24n3, 155n44, 294n47, 382n2 Pisano, V., 263n45, 297nn141, 142, 331n134 Pistre, N., 238n62, 262nn19, 35 Pitcher, P., 242n156 Pitts, C. G. C., 383n48 Polk, C., 239n97 Pollock, T. G., 58nn37, 38, 122n23, 330n119 Polo, Y., 205n27 Pompitakpan, C., 299n178 Porac, J. F., 58n37, 180n45 Porras, J. I., 62n171 Porrini, P., 265n121, 297n140 Porter, A. L., 93n73 Porter, M. E., 10–11, 24nn4, 6, 26nn88, 90, 91, 95nn111, 119, 100, 112, 123n33, 125nn92, 93, 96, 126nn130, 134, 130, 136, 142, 154nn8, 11, 17–22, 30, 155n58, 156nn74, 76, 79, 83, 84–86, 88, 157nn126, 127, 180nn22, 24, 206nn53, 65, 236n1, 238n46, 239n93, 279, 280–281, 294n48, 296nn96–98

Portlono, A., 331n144 Pose, H. E., 241n142 Post, J. E., 24n8, 57n28, 60n123 Postrel, S., 124n59 Pouder, R. W., 155n51, 206n65 Powell, G. N., 60n95 Powell, T. C., 24n4, 125n110 Power, D. A., 330n115 Power, J. D., 170 Power, S., 24nn20, 22 Prahalad, C. K., 28nn145, 146, 60n105, 124n72, 125n102, 326n18 Prasad, S., 293n28 Prescott, J. E., 121n2, 353n129 Preston, L. E., 24n8, 28nn130, 131, 57n28, 60n123 Price, G. K., 207nn91, 92 Priem, R. L., 27n104, 60n103, 92nn8, 21, 333n190 Prince, E. T., 125n115 Prior, V., 92n14 Probst, G., 25n50, 63n203 Prusak, L., 61n140, 351n86 Pryor, S. G., IV, 328n55 Pucik, V., 63n205, 350n44 Puck, J. F., 297n129 Pugh, T., 182n107 Puranam, P., 59n81, 239n77, 263nn58, 70 Putsis, W. P., Jr., 180n26 Puumalainen, K., 350n62 Quah, P., 261n7, 297n145 Quelch, J. A., 293n12 Quinlan, J. P., 293n14 Quinn, J. B., 123n49, 124n59 Quinn, J. F., 62n185 Quintens, L., 125n105 Ragatz, G. L., 293n28 Ragozzino, R., 207n83, 298n152 Raisch, S., 25n50 Rajagopalan, N., 57n18, 59n75, 265nn106, 107, 125 Rajan, M. V., 155n70, 292n11 Rajan, P., 207n93 Rajan, R., 239n97, 328n49 Rajand, M., 266n140 Rajiv, S., 60n120, 94n105 Ramaprasad, A., 95n117 Ramaswamy, K., 57n13, 179n20, 262n37, 293n30, 295nn68, 82, 86, 88, 92, 299n185, 326n20, 328n47, 330n107,

331nn147, 153, 154, 160, 332nn163, 167, 177 Ramirez, G. G., 59n81 Ramirez, R., 123n37 Ramirez-Aleson, M., 298n162 Ranft, A. L., 123n57, 208n118 Rangan, S., 91n4, 208n100, 296n120, 382n30 Rao, S. S., 351n92 Rappaport, A., 241n143, 262nn22, 25, 264nn90, 94 Rasheed, A. M. A., 57n18, 92n20 Rau, D., 28n142, 126n125 Raubitschek, R. S., 123n58 Ravenscraft, D. J., 240n121, 266n158 Ray, S., 61n146 Raymond, M. A., 296n108 Raynor, M. E., 122n13, 263n66 Ready, D. A., 56n1 Rebeiz, K., 328n65, 329n73 Rectin, M., 207n89 Redding, G., 327n28 Reddy, C. S., 125n100 Reddy, S., 208n104 Rediker, K. J., 327n21 Reeb, D. M., 292n11, 299n177, 327n26, 328n59 Reed, A., III, 154n33 Reed, R., 125n87 Reger, R. K., 95n114 Rehbein, K., 93n61 Reibstein, D. J., 179n11 Reilly, M., 182n117 Reinert, U., 299n182 Reingen, P. H., 205n4, 209n154 Reinhardt, A., 94n102, 208n95 Reuer, J. J., 29n164, 125n104, 205n4, 207n83, 209nn142, 152, 262nn18, 20, 265n121, 296n121, 297nn137, 138, 140, 298n152, 353n136, 363, 364, 382nn14, 15, 20, 30, 383nn32, 42, 45 Rexroad, W. M., 62n187 Reynolds, P. D., 349n17 Ricart, J. E., 91n6, 94n96, 292n9 Rice, M. P., 351nn79, 82, 87 Rifkin, G., 123n55 Rigby, D. K., 25n39, 293n32, 296n119 Riis, J. O., 352n97 Rindova, V. P., 28n136, 58n38, 123n31, 154n6, 155n46, 332n184 Ring, P. S., 297n134

NAME INDEX

399


Licensed to: iChapters Ritholz, B., 92n42 Rivkin, J. W., 154n1, 240n102 Robbins, G. E., 332n166 Roberson, Q. M., 352n119 Roberts, D., 93n51 Roberts, H. V., 169 Roberts, J., 59n68, 329nn87, 95 Roberts, P. W., 123n54, 181nn63, 94 Robertson, C. J., 62n186 Robertson, J., 240n106 Robertson, R., 294n37 Robin, A., 329n91 Robins, J. A., 25n54, 238n60, 297n132 Robinson, K. C., 94n98 Robinson, R. B., Jr., 319 Robinson, W. T., 180n55, 351n77 Roche, P. J., 261n6 Rock, E. B., 241n149 Rocks, D., 294n39 Rodriguez, M. C., 241n131 Roengpitya, R., 327n31 Rogers, M., 154n27 Rogoff, E. G., 208n96 Roijakkers, N., 352n127 Roll, R., 265n110 Roller, L. H., 179n20 Rondeau, P. J., 156n117 Rondinelli, D., 299n187 Rose, A. K., 299n190 Rose, E. L., 293n35 Rose, Rob, 345 Rosen, B., 299n187, 352n106 Rosen, R., 241n146 Rosenfield, A., 382n1 Rosenkopf, L., 25n48, 92n18 Rosenzweig, P. M., 206n41, 263n43, 294n55, 298n153 Ross, D., 240n119 Ross, J., 205n6 Rossetti, C., 125n106, 209n136 Roth, A. E., 156n82 Roth, K., 122n7, 330n106 Rothaermel, F. T., 93n74, 155n40, 206n45, 207n76, 239nn78, 79, 295n63, 352nn122, 126, 353n137 Rouse, T., 299n182 Rowe, W. G., 57n17, 63n206, 242n156 Rowley, I., 296n113, 298n157 Roy, J.-P., 208n99 Royer, I., 352n104 Rubenstein, E. S., 93n50 Rudberg, M., 207n74 Ruefli, T. W., 121n1

Rufin, C., 294n59 Rugman, A., 294n49, 295n62 Rumelt, R. P., 24n5, 213, 237n14, 238n58, 241n130 Rust, K. G., 265n133 Ryan, H. E., Jr., 327n34 Ryman, J. A., 24n2, 28n143 Saarenketo, S., 350n62 Sachs, S., 24n8, 60n123 Sadtler, D., 265n128 Saigol, L., 262n12 Saini, A., 208n106 Sakakibara, M., 207n85 Sakurai, Masamitsu, 186 Salancik, G. R., 8, 26nn67, 68 Salk, J. E., 94n83, 209n139, 297n128 Salmador, M. P., 93n77, 299n191 Salomon, R. M., 28n137 Salter, A., 353n149 Salter, C., 180n30 Sambharya, R., 58n42 Samhi, R., 208n100 Sammer, J., 209n143 Sampson, R. C., 209nn126, 144 Sams, S., 240n104 Sanchez, R., 156n106, 182n113, 382n7 Sandberg, J., 61n138 Sanders, L., 240n122 Sanders, W. G., 330nn103, 109, 331nn140, 151, 157 Sandvig, J. C., 241n134 Sangiorgi, F., 57n35 Santos, J., 25n53, 295n84, 351n79 Saparito, P. A., 327n37, 350n37 Sapienza, H. J., 28n130, 92n30, 122n6, 296n103, 353n130 Sarasvathy, S. D., 237n38, 349n18, 350n34 Sarin, A., 240n100 Sarkar, M. B., 350n41 Sarkar, S., 125n100 Sashittal, H. C., 352n106 Sasseen, J., 326n2, 330n122 Sauter-Sachs, S., 57n28 Savill, B., 263n45 Savsar, M., 156n113 Saxton, T., 264n86 Sayles, L. R., 349n28 Schaan, J.-L., 205n5 Schaper-Rinkel, W., 297n139 Schatt, A., 266n157 Schendel, D. E., 9, 24n5, 26nn58, 75, 76, 89 Scherer, R. M., 240nn119, 121

Schilling, A. E. M. A., 262n18 Schlingemann, F. P., 262n23 Schmidt, J. A., 261n8, 264n76 Schmitz, P., 351n80 Schneider, A., 266n138 Schneider, M., 59n80 Schoch, H., 350n49 Schoemaker, P. J. H., 27n106, 122n29, 125n90 Schoenberg, R., 239n89 Schoenecker, T., 58n48 Scholes, M., 240n126, 383n44 Schonwalder, S., 156n115 Schoorman, F. D., 28n134, 59n72, 62n185, 210n160, 326nn7, 20 Schrage, M., 154n27 Schroeder, R. G., 123n47, 238n47 Schuler, D. A., 93n61 Schulze, W. S., 262n37 Schumpeter, J., 166, 180n56, 181n87, 182n114, 335, 336, 349nn8, 26 Schwartz, E. S., 382n26, 383n51 Schwartz, M. S., 326n8 Schwartz, R. G., 328n54 Schweizer, L., 264n78 Schwenk, C. R., 57nn19, 24 Scifres, E. L., 266n158 Scott, W. R., 208n99 Sebenius, J. K., 122n21, 209n128 Segrestin, B., 24n15 Selden, L., 262n19 Selva, M., 180n46 Semadeni, M., 263n72, 265n117 Sen, B., 350n41 Sen, N., 59n69, 328n56 Sen, P. K., 206n46 Sender, H., 331nn134, 135 Sengul, M., 155n48 Sengupta, P., 328n62 Sengupta, S., 92n29, 206n46 Seph, T. W., 351n89 Sergesketter, B. F., 169 Servaes, H., 239n97, 328n49 Seth, A., 25n27, 26n84, 179n2, 263nn47, 48, 266n147, 327nn21, 42 Sever, J. M., 28n136, 332n184 Seward, J. K., 241n150, 329n73 Sexton, D. L., 62n172, 92n17, 94n82, 154n5, 205n16, 207n83, 348n4, 352n120, 353nn144, 157 Seybold, P. B., 154n29 Shaffer, B., 299n194 Shah, B., 25n42

400

NAME INDEX


Licensed to: iChapters Shahrur, H., 261n5 Shalley, C. E., 349n21 Shamsie, J., 26nn84, 85, 94n98, 122n6, 123n54, 181n94 Shan, W., 293n25 Shane, S. A., 208n109, 349nn10, 27 Shanely, M., 95n115 Shank, M., 181n68 Shankar, V., 123n38, 207n77 Shanley, M., 62n163 Shao, A. T., 296n108 Shapira, Z., 57nn23, 25, 29, 31, 34 Shapiro, A. C., 28n141, 333n185 Shapiro, D. M., 331n151 Sharma, A., 328n49 Sharma, P., 349n28 Sharma, S., 27n117, 28n132, 332nn181, 182 Sharp, D. J., 62n188 Sharpe, W. F., 126n126 Shaver, J. M., 264n84, 293n34, 298nn169, 172 Shaw, J. D., 264n82 Shelton, M., 264n82 Shen, W., 59n85, 241n147, 329n91 Shenkar, O., 294nn41, 55, 297nn130, 132, 298n152 Shepard, S. B., 59n89, 123n43 Shepherd, D. A., 348n2 Shepherd, W. G., 239n72 Sheth, J., 295n66 Shi, C. S., 238n42 Shields, M. D., 63n196 Shimizu, K., 24n3, 60n127, 124n59, 154n12, 263n45, 264n81, 266n155, 297n141, 350nn47, 59, 353n147 Shimoni, B., 299n190 Shirke, P., 57n27 Shirouzu, N., 299n195 Shleifer, A., 240n120 Shook, C. L., 60n103 Short, J. C., 94n94 Shortell, S. M., 207n75 Shrader, R. C., 297n129 Shrivastava, P., 126n124 Shuen, A., 24n3, 155n44, 294n47 Siegel, D. S., 125n116, 266n147 Silverman, B. S., 206n36, 237n27 Simmering, M. J., 61n137, 124n65 Simmers, C. A., 329n94 Simon, D., 179nn10, 19, 180nn22, 24, 31, 36

Simon, H., 26n65 Simonin, B. L., 25n47, 209n144, 297n128 Simons, R., 63n196 Simons, T., 58n54 Sims, H. P., 57n11, 58n47 Sims, K. T., 156n114 Sims, R. R., 61n153 Simsek, Z., 58n55, 207n79 Sinatra, A., 265n109 Sine, W. D., 155n44 Singer, J., 262nn9, 28 Singh, H., 205n4, 206nn39, 40, 208n104, 209nn142, 143, 210n159, 240n105, 263nn65, 70, 264n77, 265nn109, 128, 266n143, 297n139, 352n123, 353n136, 383n34 Singh, J., 237n21 Singh, J. V., 25n48, 60n119 Singh, M., 328n57 Sinha, I., 237n28 Sinha, J., 25n29, 240n102 Sinha, R., 330n127, 331nn130, 136 Sinofsky, Steven, 36 Sirmon, D. G., 24nn1, 7, 60n99, 91n1, 348n5, 353nn142, 146 Sirower, M. L., 262n10, 262nn22, 25, 264n94 Skaggs, B. C., 62n182 Skill, M. S., 59n74, 241n144 Slater, S. F., 57nn10, 13, 154n11 Sleuwaegen, L., 24n24, 179n1, 180n49 Slevin, D. P., 155n47 Slocum, J. W. Slocum, J. W., Jr., 24n2, 121n1 Slovic, P., 57nn20, 21 Smart, D. L., 154n23, 264n99 Smirchich, L., 26n79 Smit, H. T. J., 262n18 Smith, A., 327n41 Smith, C. G., 241n134 Smith, G., 92n11, 293n27, 297n147, 299n186 Smith, H. J., 122n15 Smith, K. A., 57n11, 58nn47, 54 Smith, K. G., 25n47, 57nn11, 16, 58n47, 91nn3, 5, 122n19, 179nn4, 5, 10, 13, 15, 19, 180nn22, 23, 25, 31, 36, 44, 47, 50, 52, 181nn69, 72, 75, 87, 89, 90, 93, 95, 182nn97, 100, 349n20, 351n84 Smith, M. P., 328n62

Smith, R. D., 123n41, 241n142 Smith, W., 263n51 Snell, S. A., 60n128 Snow, C. C., 29n160, 124n70, 154n5, 209n131 Snyder, W. M., 352n114 Sobek, D. K., II, 298n157 Sohi, R. S., 124n67 Solvell, O., 298n170 Somaya, D., 349n31 Song, J., 91n1, 154n6, 237n28, 293n25, 294n55, 298n160 Song, K. P., 25n27, 179n2, 263nn47, 48, 327n42 Song, M., 24n6, 91n7, 92nn9, 29, 182n110, 237n28, 262n16, 351n94 Song, Y., 58n44, 125n97 Songini, M. L., 156n118 Sonnenfeld, J., 58n57 Sorcher, M., 59n81 Sorenson, O., 351n80 Soule, E., 62n186 Soupata, L., 124n86 Spanos, Y. E., 94n53 Spar, D., 382n2 Sparks, J., 209n140 Spencer, J. W., 238n65, 294n59, 349n23 Spulber, D. F., 155n60 Srinivasan, M., 240nn117, 121 Srivastava, A., 181n63 Stadter, G., 124n70 Stafford, E. R., 205n4, 209n154 Stalk, G., Jr., 238n69 Stalker, G. M., 155n43 Stallen, P. J., 57n34 Stander, H. J., III, 382n17 Stanley, A., 60n96 Starbuck, W. H., 122n18 Starks, L. T., 330n114 Steele, R., 24n10 Steenkamp, J.-B. E. M., 239n77 Steensma, H. K., 62n175, 122n11, 125n117, 208n122, 209n156, 262n18, 295n63 Steers, R. M., 292n5 Stegemoller, M., 261n5 Stein, T., 293n18 Stein, W., 156n115 Steindel, C., 240n127 Steinhorst, K., 95n127 Stephens, L., 328n54 Stern, S., 294n48 Stevens, J. M., 62n175, 125n117 Stevens, K. T., 330n104 Stevenson, H. H., 349n9

NAME INDEX

401


Licensed to: iChapters Stevenson, R. W., 94n88 Stevenson, S., 180n34 Stevenson, W. B., 299n192 Stewart, G. B., 383n41 Stewart, T. A., 62n181, 125n95 Stewart, W. H., 60n129 Stickel, E., 237n21 Stiles, P., 59n68, 326n7, 329nn87, 95 Stimpert, J. L., 26n93 Stinglhamber, F., 28n140, 332n183 Stipp, D., 92n43 St. John, C. H., 26n80, 28nn141, 143, 62n165, 124n77, 157n125, 205nn13, 14, 207nn65, 82, 238nn41, 51, 332n185 Stoll, J. D., 24n22 Stone, B., 181nn60, 62 Stopford, J., 154n2 Storey, D., 351n72 Strebel, P. J., 383n43 Street, V. L., 29n160, 154n5 Stubbart, C. I., 26n79, 95n117 Stulz, R. M., 262n23 Subramani, M. R., 122n21, 206n39, 239n85 Subramaniam, M., 26n54, 94n83, 299n176, 351n93 Subramanian, V., 27n113, 123n39 Suh, T., 296n104 Sullivan, M., 208n111 Sullivan, S. E., 60n97 Sundaramurthy, C., 326n21, 331nn139, 145 Sutcliffe, K. M., 92n34, 181n82 Sutton, R. I., 351n83 Suzukamo, L. B., 264n75 Svobodina, L., 94n91, 296n124, 332n180 Swaminathan, A., 181n66, 262n38, 263n62 Swan, K. S., 206n58, 295n65 Tabrizi, B., 208n104 Taggart, J., 295n66 Tahir, R., 294n38 Takeishi, A., 125nn100, 104, 298n156, 353n132 Talaulicar, T., 182n109 Talbott, Robert, 141 Tallman, S. B., 25n54, 180n45, 209n134, 292n8, 294nn44, 47, 297n132, 299n189 Talmud, I., 239n80

Tan, C. M., 296n109 Tan, D., 294n43 Tan, H. H., 210n160 Tan, J. J., 91n2, 95n114, 295n75 Tan, W.-L., 350n49 Tanriverdi, H., 238n45 Taplin, I. M., 57n12 Tapscott, D., 24n24, 179n1 Tata, J., 293n28 Tau, H. H., 28n134 Taylor, A., III, 293n29, 351n91 Taylor, B., 58n61 Taylor, P., 239n96 Taylor, R., 93n69 Tedeschi, B., 154n32 Teece, D. J., 24nn3, 5, 60n122, 155n44, 294n47 Teegen, H., 296n108 Tekie, E., 156n96 Teng, B.-S., 27n101, 57nn19, 23, 207n79, 209n133, 296n123, 352n121 Teng, M.-J., 236n5 Tetrick, L. E., 124n85 Thomas, A. S., 57n13 Thomas, D. E., 299n193 Thomas, H., 26n84, 122n23, 180n45, 240–241n129, 351n72 Thomas, L. G., III, 239n99 Thomas, P., 93n67 Thomas, R. E., 205n12, 208n98 Thomas, R. J., 27n97, 242n156 Thomas, R. S., 329n96 Thomas, S., 262n36 Thompson, J. D., 26n68 Thompson, K. R., 62n172 Thompson, T. A., 327n23 Thomsen, S., 329n77 Thornton, E., 262nn15, 29, 264n95, 266n144, 331n132, 332n165 Tichy, N., 122n25 Tierney, T., 124n69 Tihanyi, L., 58nn53, 61, 94n79, 154n15, 155n44, 205n30, 208n122, 237nn22, 26, 265n128, 266n142, 292nn3, 4, 293n31, 298nn159, 161, 171, 175, 327n39, 328n69, 332n180, 350nn50, 51 Timmons, H., 62n177, 208n120 Tippins, M. J., 124n67 Todd, R., 330n119 Toffler, D. G., 62n184

Tomie, A., 58n51 Toms, S., 266n156, 329n93 Tong, C. H., 56n3 Tong, J. J., 382n20 Tong, L.-I., 56n3 Tong, T. W., 95n114, 207n83, 262n18, 296n121, 363, 364, 382n20, 383n42 Tongli, L., 292n8 Tooker, R. N., 156n116 Tosi, H. L., 241n145, 326n3, 327n32, 330nn110, 116 Treece, J. B., 24n16 Trent, R. J., 25n29 Trevino, L. K., 29n165, 62n184, 63n188 Treynor, J. L., 126n126 Triantis, A., 383n52 Trigeorgis, L., 29n163, 357, 382n16 Tripsas, M., 122n27 Truett, R., 180n54 Tsai, W., 207n68, 350n45 Tsai, Y.-T., 263n52 Tsakalotos, E., 265n116 Tsang, E. W. K., 25n46, 26n74, 266n153, 350n58 Tschirky, H., 263n50 Tse, D. K., 297n136 Tsui, A. S., 207n79, 209n133, 297n133 Tucci, L., 58n42 Tufano, P., 382n11, 383n54 Turban, D. B., 28n138, 124n61 Turk, T. A., 241n148, 327n40 Turner, A., 209n135 Turner, J., 58n57 Tuschke, A., 331nn151, 157 Tushman, M. L., 125n91, 263n51 Tversky, A., 57nn20, 21 Tyler, B. B., 28n147, 57n13, 94n90, 209n138 Ucbasaran, D., 122n14, 296n112 Uhlenbruck, K., 26n57, 205n30, 263n72, 265n117, 294n43, 332nn178, 180, 350n59 Ullman, M. E., III, 47–48, 62n157 Ulrich, D., 61n129, 63n199 Underwood, R., 350n63 Ungson, G. R., 206n54 Urosˇevic´, B., 57n35 Useem, M., 125n107, 327n34, 328n64

402

NAME INDEX


Licensed to: iChapters Vaaler, P. M., 25n32, 207n80, 299n182 Vafeas, N., 59n62, 62n170, 126n131 Vaidyanath, D., 27n108, 123n52, 205n3, 206n38, 209nn134, 141, 263n45, 297n141, 331n134, 353n134 Valikangas, L., 25n52, 92n10 Van, A., 297n130, 351n66 Van, Y., 295n85, 297n134 van de Gucht, L. M., 181n92 Van der Heijden, K., 382n9 Van Fleet, D. D., 61n130, 122n14, 292n7 van Knippenberg, D., 209n144 Van Ness, B., 236n6, 262n25, 328n48 Van Oijen, A., 238n56 van Oyen, M. P., 156n114 van Putten, A. B., 295n73 Van Wassenhove, L. N., 208n100 van Wincoop, E., 299n190 Varadarajan, P. R., 179n7, 180n38 Vasella, Daniel, 37 Vassolo, R. S., 61n149 Veiga, J. F., 58n55 Veliyath, R., 241n145, 326n20, 328n47, 330n107 Vella, M., 208n108 Velocci, A. L., Jr., 208n119 Venkat, P. R., 94nn81, 87, 292n1 Venkataraman, S., 122n8, 237n38, 349n10 Venkatraman, N., 26n54, 94n83, 122n21, 206n39, 238n45, 239n85, 299n176, 351n93 Verbeke, A., 92n28, 294n49 Verdin, P., 27n113, 123n39 Vermeulen, F., 93n78, 94n85, 263nn71, 72 Vernon, R., 293n23, 299n194 Vestring, T., 299n182 Vicente-Lorente, J. D., 91n2 Victor, B., 352n120 Viguerie, S. P., 241n134, 382n3 Villalonga, B., 265n121 Vincenzo, P., 331n134 Viscio, A. J., 264n80 Vishny, R. W., 240n120 Viswanathan, S., 263n58 Vitaro, R. P., 264n80 Vlek, C., 57n34 Voelpel, S. C., 25n27, 156n96, 179n2

Von Krogh, G., 156n96, 265n109 Vranica, S., 182n98 Waddock, S. A., 27n124, 28nn 130, 142 Wade, J. B., 58n37, 330n119 Wageman, R., 157n123 Wagoner, Rick, 4 Waldman, D. A., 59n81, 294n41 Walker, B., 296n111 Walker, B. A., 205n4, 209n154 Walker, G., 94n101, 331n146 Walker, L., 154n31 Wallace, W., 62n183 Waller, M. J., 57n18 Wally, S., 58nn50, 53, 180n23 Walsh, J. P., 24n8, 27nn123, 129, 57n28, 241n150, 265n123, 326n19, 329n73, 331nn131, 142 Walters, B. A., 92nn8, 21 Walton, Sam, 30 Wan, W. P., 26n60, 63n207, 91n3, 93n77, 181n69, 207n69, 236n3, 240n105, 265n128, 266n142, 292n2, 294nn44, 46, 296n95, 299n189, 332n163 Wang, C.-F., 298n163 Wang, D. Y. L., 238n46, 296n105 Wang, F., 181n58 Wang, L., 299n187 Ward, A. C., 58n57, 298n157 Warner, F., 25n47 Washburn, N., 294n41 Wathne, K. H., 327n38 Watkins, M. D., 265n122 Watson, M., 29n162 Watson, Thomas J., Jr., 3 Watson, W., 60n129 Weaver, G. R., 29n165, 62n184, 63n188 Weaver, K. M., 209n156 Webb, J. W., 125n94, 349n18, 350nn39, 51 Webber, A. M., 123nn46, 50, 51 Weber, J., 156nn90, 91, 262n14, 328n50, 331n133 Weber, K., 92n34 Weber, R. A., 264n80, 265n112 Weber, Y., 264n78 Webster, F. E., Jr., 154n25 Webster, S. A., 24n18 Weddigen, R.-M., 262n19, 264n93

Weick, K. E., 181n82 Weinreb, G., 206n49 Weinstein, D., 293n35 Weintraub, A., 155n42, 262n24, 263nn54, 57, 266n134 Weiss, J., 353n133 Welbourne, T. M., 61n141, 327n34 Welch, D. E., 181n84, 296n121 Welch, Jack, 30, 40, 107–108, 160, 184 Welch, L. S., 296n121 Wenger, E. C., 352n114 Werder, A. V., 182n109 Werle, M. J., 125n108 Werner, S., 95n110, 296n104, 326n3, 330nn110, 116 Wernerfelt, B., 27n100, 182n99, 241n139 Werther, W. B., 58n50 West, G. P., III, 122n20, 125n114 Westbrook, R. A., 24n10 Westhead, P., 122n14, 296n112 Westphal, J. D., 38, 59nn63, 64, 67, 68, 73, 241n150, 326nn1, 13, 329nn82, 84, 92, 330nn104, 105, 331n140 Wexner, Leslie, 114 White, E., 330n99 White, J. B., 332n174 White, M. A., 92n21, 265n128 White, R. E., 237nn22, 26, 266n142, 292n4, 298n159 Whitford, D., 122n28 Whitman, Meg, 41 Whitney, J. O., 61n154 Whittington, R., 57n18, 240n101 Wicks, A. C., 27nn116, 126, 128, 130 Wie, C., 92n23 Wierba, E. E., 61n155 Wiersema, M. F., 57n16, 58n53, 208n106, 238n60, 242n155, 266n145, 294n45 Wiggins, R. A., III, 327n34 Wiggins, R. T., 121n1 Wiklund, J., 61n147 Wildstrom, S., 182nn101, 102 Willard, G. E., 241n152 Williams, C., 91n1 Williams, J. R., 182n104, 205n26, 240n122 Williams, K., 295n71 Williams, M., 156n81, 182n96 Williams, R., 182nn103, 105, 106, 111, 112, 115

NAME INDEX

403


Licensed to: iChapters Williamson, I. O., 28n136, 332n184 Williamson, O. E., 9, 26n73, 62n164, 155n55, 237nn34, 37, 239nn81, 94, 264n91, 327n36 Williamson, P. J., 25n53, 236n6, 238n59, 295n84, 351n79 Willis, Randall L., 189 Wilson, D. T., 239n87 Wilson, G., 179n8 Wilson, H. J., 351n86 Wind, J., 181n73 Winfrey, Oprah, 140 Wingfield, N., 93n75 Winklhofer, H., 296n111 Winter, S., 27n105 Wise, R., 94n100, 154n34 Wiseman, R. M., 207n83, 236n3, 241n131, 294n46, 327n25, 330n101 Witt, P., 331n149 Wolf, B., 29n161, 352n105 Wolf, J., 123n37 Wolfe, Sid, 173 Wolff, J. A., 60n126 Wolfson, M., 240n126 Wolfson, P. J., 60n96 Wolpert, J. D., 25n51 Wonacott, P., 92n12, 94nn81, 87, 262n28, 292n1 Woo, C. Y., 180nn33, 39, 239n73, 241n152 Wood, D. J., 126n123, 326n6 Woodward, J., 155n43 Wooldridge, B., 123n38 Woyke, E., 181n76 Wright, M., 57n18, 93n77, 122n14, 205n30, 241n153, 266nn147, 149, 150, 156, 159, 292nn3, 12, 293n12, 296n112, 332nn173, 180 Wright, P., 27n107, 61n148, 236n6, 262n31, 300n198, 326n7, 327n42, 328n48 Wright, P. M., 27n108, 61n130, 122n14, 154n23, 292n7 Wright, R. P., 326n18 Wright, T., 262n25 Wrigley, L., 237n14

Wu, L., 208n115 Wu, P. C. S., 293n24 Wu, X., 326n14 Wujin, C., 209n153, 210n159 Wurst, J., 154n34 Xin, K., 28n140, 207n79, 209n133, 297n133, 332n183 Xin, K. R., 93n49 Xu, D., 294nn41, 42, 55 Yafeh, Y., 331n148 Yago, G., 264n96 Yan, A., 61n132 Yang, B., 58n44, 125n97 Yang, X., 122n21 Yaprak, A., 295n77 Yavas, U., 296n110 Yeh, R. S., 293n31 Yeh, Y.-H., 327n29, 332n175 Yeoh, P. L., 122n7 Yeung, G., 181n83, 292n7 Yeung, V. W. S., 157n124 Yip, G. S., 93n76, 121n1, 295n75 Yip, P., 92n26 Yiu, D., 26n60, 59n84, 63n207, 236n3, 240n105, 265n128, 266n142, 294n46, 326n16, 332n163 Yli-Renko, H., 92n30, 353n130 Yoffie, D. B., 180n51 Yoshikawa, T., 263n58, 327n39, 331nn148, 162 Youndt, M. A., 60n128 Young, A., 382n2 Young, G. J., 92n16, 179nn10, 13, 19, 180nn22, 23, 31, 36, 181n75, 207n75 Young, M., 332n178 Young, S. D., 261n7, 297n145, 329n79, 383n41 Young, T., 156n82 Young-Ybarra, C., 208n106 Yu, L., 25n52, 352n102 Yucel, E., 61n139, 123n56, 331n161, 353n148 Zacharachis, A. L., 350n60, 353n155 Zack, M. H., 92n30

Zaheer, A., 94n95, 209n156, 294n57 Zaheer, S., 94n95, 294nn56, 57 Zahra, S. A., 59n61, 61n155, 123n45, 205n29, 264n87, 292n6, 296nn102, 103, 298n165, 329n88, 349n7, 350nn46, 48, 62, 64 Zajac, E. Zajac, E. J., 38, 59nn62, 64, 73, 326n13, 328n46, 329n82, 330nn104, 105, 331nn140, 156 Zalewski, D. A., 240n122 Zamiska, N., 93n62, 296n116 Zander, I., 298n170 Zehir, C., 352n115 Zeisel, S., 180n29, 261n6 Zeithaml, C. P., 59n61, 124n87, 155n40, 329n93 Zelleke, A. S., 59n71, 241n148 Zellmer-Bruhn, M., 295n79 Zellner, W., 62n177, 326n10 Zelner, B. A., 299n194 Zeng, M., 262n43 Zhang, H., 238n53 Zhang, Y. B., 124n72, 125n102 Zhao, H., 296n104 Zhao, J., 265n133 Zhao, N. B., 298n174 Zhao, Z., 206n63 Zhou, D., 180n47 Zhou, H., 237n32 Zhou, Z., 29n157 Zhu, G., 61n132, 351n66 Zietsma, C, 350n37 Zineldin, M., 24n15 Zingales, L., 239n97, 328n49 Zolli, R., 28n155 Zollo, M., 205n4, 209n142, 263n70, 264nn77, 79, 297n137, 353n136 Zook, C., 293n32, 296n119 Zott, C., 25n43, 124n71, 125n96 Zuckerman, L., 382n6 Zuniga-Vicente, J. A., 91n2, 95n117 Zweig, P. L., 240n122

404

NAME INDEX



Company Index

Note: Italic page numbers indicate material in tables or figures. Aaon, 148, 149, 151 ABB, 359 Abbott Laboratories, 223 ABC, 5 ABN AMRO, 194 Accenture, 189 Accor, 163 Acura, 4, 133 Advanced Micro Devices, 175 AEROJET, 106 Airbus, 84, 85, 88, 183 Airbus Industrie, 281 Air Canada, 185 AirTran Airways, 135 Allis-Chalmers, 358 Altria Group, 282 Amazon.com, 70, 102, 112, 335 AmCham, 269 American Airlines, 172 American Family Life Assurance Company (AFLAC), 314 American Honda Motor Co., 195 American International Group (AIG), 186 AmeriSuites, 227 AmSouth Bancorp, 245 Andersen Windows, 149 Animal Kingdom, 144 AOL, 257 Apple Computer, 133, 184, 232, 316, 317, 337 Arcelor, 244 Arcelor Mittal, 244 Arcelor SA, 194 Arthur Andersen, 51, 309

AT&T, 5, 256 Austrian Airlines, 185 Aviall, 150 Bain & Co., 173 BASF, 279, 280 Bausch & Lomb, 279 Bayer Schering Pharma, 188 Benco Pet Foods, 158 Berkshire Hathaway, 314 Beverly Enterprises, 311 Bharti Enterprises, 198 Big Dog Motorcycles, 147 Big Lots Capital, 137 Big Lots Furniture, 137 Big Lots Inc., 137 Big Lots Wholesale, 137 Blackstone Private Equity Group, 227 BMW, 4, 195 Boeing, 44, 84, 85, 88, 183, 184, 187 Borders, 102 Bose, 140 Boston Consulting Group, 7, 269 Brasca Homes, 273 Bridgestone, 271 Brinker International, 231 British Petroleum (BP), 7, 105, 198, 313 Broadcom, 317 Bucyrus International, 283 Buick, 132 Burger King, 162–163 Burlington Northern Santa Fe Corp., 246

Cadillac, 4, 132, 133 California Public Employees’ Retirement System (CalPERS), 311 Callaway Golf Company, 141, 145 Campbell Soup Company, 32, 213 Canada Mortgage and Housing Corporation, 272–273 Canon, 184 Cantrex Group, 187 Carrefour, 164 Caterpillar, 140, 189–190, 283 Cayuse Technologies, 189 CBS, 5 Celequest, 345 CEMEX SA, 119, 131–132 Cendant, 213 Chanel, 106 Chaparral Steel, 106 Chevrolet, 132 Chili’s Grill & Bar, 231 China National Tobacco Corporation (CNTC), 283 China Petroleum and Chemical Corp., 189 Chipotle Mexican Grill, 311 Chiquita Brands International, Inc., 119 Chrysler, 3, 4. See also DaimlerChrysler Chubb, 89 Ciba-Geigy, 37 Cigna, 89, 163 Cisco Systems, 78, 119, 196, 199, 360 Citibank, 252

405


Licensed to: iChapters Citigroup, 187, 314 Clear Channel Communications, 146 Coca-Cola, 81, 89, 104, 110, 176, 202 Cognos, 345 Comcast, 213 Commerzbank, 320 Companhia Siderurgica Nacional (CSN), 245 Compaq, 171, 246 Confederated Tribes of the Umatilla Indian Reservation, 189 Consolidated International, 137 Continental Airlines, 185 Cooper Industries, 221, 246 Corel, 256 Corning, 106 Corus, 84 Corus Group, 245, 252 Cox, 5 Crate & Barrel, 106 Credit Suisse First Boston, 252 Cummins, 283 C&W, 322 Cyworld, 168–169 Daimler-Benz, 4 DaimlerChrysler, 4, 78, 188, 195, 245 Datsun, 3. See also Nissan Dell Inc., 45, 97, 133, 164, 171, 175, 224, 246 Deutsche Bank, 320 DHL Worldwide Express, 271 Dillard’s, 140 Dimension Films, 225 DirectTV, 5 Disney. See Walt Disney Company Disney Channel, 225 Disneyland, 144 Dresdner Bank, 320 Duane Reader, 258 Duffy & McGovern Accommodations Services, 284 DuPont, 217 Eastman Kodak Co., 184, 231 eBay, 41, 167 Eclipse Aviation, 100 Eddie Bauer, 148 Electrolux, 198–199 Eli Lilly and Company, 185, 361 Engineering Inc., 106

406

Engineering Institute of the National Autonomous University of Mexico, 273 Enron Corporation, 51, 252, 303, 309, 323 Enterprise Ireland, 337–338 ENV, 197 Epcot, 144 Ericsson, 198–199 Euralair Airport Services (EAS), 199–200 Evraz Group, 247–248 Exxon Mobil, 106 Factiva, 88 Fairmont Hotels and Resorts, 311–312 Federal Express (FedEx), 111– 112, 158–159, 163 Fiat, 358 Flying Group, 199–200 Foamix, 188 Ford Europe, 197 Ford Motor Company, 3, 4, 131, 188, 195, 224, 270, 278 Formation Capital, 311 Forth & Towne, 147 Foxconn Technology, 271 Frontier Airlines, 43 Fuji, 84, 85, 88, 184 Fuji Television Network, 194, 322 Gaines Pet Food, 158 Gap, Inc., 147 GateHouse Media, 246 Gateway, 171 GE Health Care, 223 GE Industrial, 223 Genentech, 105 General Electric (GE), 30, 39, 40, 43, 44, 46, 104, 107–108, 160, 184, 213, 223, 226, 249, 253, 257, 340, 359 General Mills, 195 General Motors (GM), 3, 4, 73, 132, 188, 195, 217, 224, 270, 289, 358 Gilead Sciences, 244, 248 Gillette, 106, 219 GlaxoSmithKline, 173 GMC, 132 Gold Kist, 245 Goodyear, 149 Google, 86, 248 Gruma, 270

Habitat Design and Consulting, 272 Hansen Trust, 227 Harley-Davidson, 82, 104, 146, 147 Harley-Davidson MotorClothes, 104 HBO, 5 Health Research Group, 173 HealthSouth, 323 Heinz ketchup, 143 Henkel, 221 Hewlett-Packard, 14, 97, 133, 164, 175, 184, 231, 246 Hilton, 160, 163 Hilton International, 197 Hitachi, 85 Hoechst, 280 Hollywood Pictures, 225 Home Depot, 148 Honda, 3, 4, 82, 133, 146, 188, 221, 270, 286 Hospira, 246 Hugo Boss, 73 Hummer, 132 Hyatt Corp., 227 Hyundai Motor Co., 4, 166, 170 IBM, 3, 40, 69, 77–78, 145, 171– 172, 175, 186, 193, 202 IBM Venture Capital Group, 337–338 Ikea, 145–146 IKEA International, 276 ImClone Systems, 312 IM Flash, 344 Indian Hotels Company, 190 Infiniti, 4 InfoPrint Solutions Company, 186 Infosys Technologies Ltd., 78 Intel, 18, 45, 78, 167, 170, 175, 193, 196, 199, 224, 344 Intelligent Energy, 196–197 Intercontinental, 163 International Harvester, 283 International Telegraph & Telephone Corp., 322 Islands of Adventure, 144 ITT, 227 iTunes, 232 Jaguar, 169 J.C. Penney, 47–48 JetBlue Airways Corp., 135, 212

COMPANY INDEX


Licensed to: iChapters Johnson & Johnson, 213 Johnson Controls, 202 KB Home, 317 Kelley Blue Book, 170 Kellogg, 195 Kentucky Fried Chicken, 270 Kia, 4 Kleenex tissues, 143 KLM Royal Dutch Airlines, 185 Kmart, 137 Knight Ridder, 312 Knightspoint, 312 Kobe Steel, 194 Kodak, 84, 85, 88, 213 Komatsu, 106, 283 Krispy Kreme, 197 Kyowa Hakko, 276 La Clef de Sol, 187 Lamborghini, 100 Lands’ End, 132 Legg Mason, 312 Lenovo Group, 145, 171 Levi Strauss, 149 Lexus, 4, 133, 141 Limited Brands Inc., 114 Lincoln Electric, 20, 109, 172 Livedoor, 322 Live Nation Inc., 146 Lockheed Martin, 184, 187 Logitech, 346 Logoworks, 146 Look-Look, 168 Louis Vuitton, 143 Macy’s, 140 Maggiano’s Little Italy, 231 Magic Kingdom, 144 Magna International, 188 Marlboro, 282 Marriott, 160, 163, 170–171 Mary s Accessories, 140 Masco Corporation, 86 Matsushita, 85 Mayne Pharma, 246 Mazda, 106 McAfee, 316, 317 McClatchy Company, 312 McDonald’s, 43, 44, 78, 162–163, 189, 197, 201–202, 283, 311 McKinsey & Co., 106, 107, 109, 140, 141 Mercedes Benz, 4 Merck & Co., 213 Metro, 273

Micron Technology, 344 Microsoft, 5, 36–37, 44, 75, 78, 88, 106, 161, 172, 184 Mitsubishi, 85, 191, 322 Mitsubishi Heavy Industries, 189 Mittal Steel, 194, 244 Mossimo, 148 Motion Control, 106 Motley Fool, 131 Motorola, 71 Myogen, 244, 248 MySpace.com, 168–169 National Concrete Masonry Association (NCMA), 187, 196 Native Instinct, 168 NBC, 5 NBC Universal, 144 NCR, 256 NEC, 85 New York Motors, 278 Nippon Broadcasting System (NBS), 322 Nippon Steel, 194 Nippon Telegraph & Telephone Corp., 322 Nippon Television Network, 194 Nissan, 3, 83, 286 Nissan North America, 195 Nokia, 78, 96 Nomura Securities, 322 Noodles & Company, 197 Nordstrom, 106 Norrell Corporation, 106 Northrop Grumman, 314 Northwest Airlines, 185, 202 Norwest, 106 Novartis, 37, 49–50, 50, 52, 271 Novell, 256 NTT DoCoMo, 194 Nucor Steel, 18, 43, 100, 109, 194, 357 NutraSweet, 83 Oak Hill Capital Partners, 258 Office Depot, 233 Olay, 73 Omni Hotels, 170 On the Border Mexican Grill & Cantina, 231 Opel, 132 Oracle, 196, 249 Oregon Steel Mills, 247 Outsourcing Institute, 113 Oxford Bookstore, 198

Palo Alto Research Center, 13 PepsiCo, 81, 89, 106, 110, 176 Pershing Square, 311 Peugeot, 191 Pfizer, 75, 257 Philip Morris International, 282–283, 285 Philips, 226 Pilgrim’s Pride, 245 Pirelli, 149 Polaroid Corporation, 69, 99 Pontiac, 132 Porsche, 53–54, 132, 170 Posco, 194 Post, 195 PricewaterhouseCoopers, 257 Pro-Am Transportation Services, 246 Procter & Gamble (P&G), 20, 73, 213, 218–220 Prudential, 163 Quaker Oats, 158, 195, 256 Quiznos, 43–44 Raffles International, 190 Ralph Lauren, 140 Ralph Lauren Clothing, 106 Ralston, 158 Ratchet, Ratchet & Bingo, 314 Regions Financial Corp., 245 Ricoh, 186 Rockwell, 362 Rolls-Royce, 132 Romano’s Macaroni Grill, 231 Royal Philips Electronics, 211 Ryanair Holdings, 135 Saab, 132 Saks Fifth Avenue, 133 Sam’s Club, 139 Samsung, 85, 214 Sandoz, 37 Sara Lee, 41 SAS, 185 SAS Institute, 133 Saturn, 132 Sears, 137 Sears Canada, 187 Seymourpowell, 196–197 Shanghai Automotive Industry Corp. (SAIC), 270 Shanghai Pudong Development Bank, 187 Sharper Image, 312 Sheraton, 170

COMPANY INDEX


407

Licensed to: iChapters Shin Caterpillar Mitsubishi (SCM), 189–190 ShoreBank Corporation, 194 ShoreCap International, 194 Siebel Systems, 202 Siemens AG, 43, 51, 226 Singapore Airlines, 162, 185 Sinopec, 283 Si TV, 73 Six Flags Corporation, 144 SK-II, 73 SK Telecom, 168 SkyTeam, 185 Slim Devices, 346 Smithfield Foods, 224 Snapple Beverage Company, 256 Solectron Corporation, 106, 224 Sony, 5, 30, 43, 106, 184, 267, 354, 356–357 South African Airways, 185 Southwest Airlines, 18, 44, 104, 109, 135, 162, 355 Star Alliance, 185, 186–187 Starbucks, 44, 73, 106 Starwood, 170 Stellant, 249 Stern Stewart & Co., 362 Studio Entertainment, 225 Sumitomo Metal Industries, 194 Sun Microsystems, 45, 88 Superior Energy Services, 284 Suzuki, 146 SVA Group, 271 Swift Transportation Co., 258 Sybase, 198 Systems Equipment Corporation, 37 Taj Hotels Resorts and Palaces, 190–191

408

Target Corporation, 20, 148, 149, 151 Tata AIG, 186 Tata Consultancy Services Ltd., 78 Tata Group, 186 Tata Steel, 84, 245, 252–253 Tatung, 271 TCL, 284 Teachers Insurance and Annuity Association—College Retirement Equities Fund (TIAA-CREF), 311 Texas Instruments (TI), 71, 167–168 Textron, 214, 229 Thomson Consumer Electronics, 106 Thomson Electronics, 284 3M, 339, 341 Tiffany and Co., 73 Time Warner, 213, 257, 312 Tim Horton’s Donuts, 311 Touchstone Pictures, 225 Toyota, 3, 4, 18, 78, 83, 106, 133, 141, 170, 184, 188, 195, 267, 286, 289 Toys “R” Us, 102 Transparency International, 288 Tyco International, 323 Tyumen Oil, 198 United Airlines, 185 United Health Group, 314, 316 United Space Alliance, 187 United Technologies, 51, 214, 253 Universal Studios, 144 UPS, 109, 158–159, 163, 212 U.S. Airways, 185 Used Fixture Auctions, 139 UTEK, 345

Valero Energy, 105 Vans Inc., 133 Verizon, 71, 223 Virgin Group, 18, 19, 221 Vodafone, 276 Volkswagen, 270 Wal-Mart, 13, 30, 69, 72, 106, 133, 137, 139, 148, 164, 165, 172, 198, 232, 273, 285, 335 Wal-Mart Stores, 139 Wal-Mart Supercenters, 139 Wal-Mart Vacations, 139 Walt Disney Company, 20, 71, 144, 173, 225 Wegmans Food Markets, 105 Wells Fargo, 314 Wendy’s Restaurants, 311 Westin, 170 W Hotels, 170 Wisconsin Toy, 137 W. L. Gore & Associates, 336, 343 WordPerfect, 256 WorldCom, 303, 309, 323 WPI Interconnect Products, 246 Wrigley Company, 172 Xerox, 13–14, 38, 41, 184 Yahoo! Inc., 44 Yahoo! Japan, 167 Yellow Freight System, 162 YouTube, 248

COMPANY INDEX



Subject Index

Note: Italic page numbers indicate material in tables or figures. Abandonment options, 358 Ability, 165 Above-average returns corporate governance and, 22 economic logic and, 129 first movers and, 166 industrial organization model of, 10–11, 12 resource-based model of, 11–15, 14 strategic leadership and, 42 Access to distribution channels, 81 Acquisitions capabilities and, 249 costs and, 248 debt and, 252–253, 256 defined, 245 diversification and, 243, 248– 249, 253–254 effectiveness of, 255, 255–256 entry barriers and, 247–248 innovation and, 248, 253–255, 345–346 integration and, 251–252, 255 international entry modes, 282, 284–285, 286 managers’ focus on, 254 organizational size and, 254–255 popularity of, 244–245 problems with, 249–255, 250 reasons for, 245–249, 250 restructuring and, 256–260 strategic management process and, 21, 22 target evaluation and, 252

Acquisition strategies, popularity of, 244–245 Actions, tactical, 166, 171 See also Competitive actions Activities operational relatedness and, 218–219, 224 primary, 110, 111, 112, 113, 129–130, 135 , 110, 111, 112, 113, 129–130, 135 Actor’s reputation, in competitive rivalry, 171–172 Agency costs, corporate governance, 308–309 Agency relationships, corporate governance, 306, 306–307, 308 Agency theory, 9 Age structure, 72–73 Alliance networks, 191–193 Alliances. See Strategic alliances Analysis internal analysis, 97, 97, 98– 102, 100 sociocultural segment analysis, 75–76 value chain analysis, 110–114, 135, 141 See also Competitor analysis; Real options analysis Antitrust Modernization Act of 2002, 230 Antitrust regulation, 230–231 Arenas competitive advantage and, 129 scope and, 43

Asia competitive response alliances in, 193–194 cross-border acquisitions and, 247 international entrepreneurship in, 338 international strategies and, 269 Assessing, 69, 71 Associations, 188, 193, 195–196 Attacks, and competitive rivalry, 166–170 Automobile industry competitive landscape of, 3– 4 competitive rivalry in, 85 cooperative strategies and, 184 internal analysis and, 98 outsourcing and, 113 suppliers’ bargaining power, 83 tactical actions in, 166 transnational strategy and, 278 Autonomous strategic behavior, 340 Autonomy, 47 Awareness, 164 Balanced scorecard, 53–54, 54 Barriers to entry acquisitions and, 247–248 cost-leadership strategy and, 138 differentiation strategy and, 143 industrial organization model and, 10 type of, 80– 82

409


Licensed to: iChapters Behavior autonomous strategic behavior, 340 competitive behavior, 159, 159 induced strategic behavior, 339 profit-maximizing behaviors, 10 See also Ethical behavior Binomial lattices, 375–380 Black-Scholes approximation, 371–372, 373–374, 375 Black-Scholes option pricing formula, 370 Black-Scholes valuation, 370– 371, 372, 380–381 Boards of directors classification of , 312–313, 313 defined, 312 effectiveness of, 313–314 ethical behavior and, 323 evolution of, 303 independence of, 312–313 top management team and, 38, 39 Britain corporate governance and, 303, 320, 322 international strategies and, 269 strategic leadership and, 38 Bureaucratic controls, 254–255 Business-level strategies competitive rivalry and, 159–160 cooperative strategies and, 189 cost-leadership strategies, 135–140 customers and, 129, 131–133 defined, 128 differentiation strategies and, 140–145 economic logic and, 129–134 focus strategies and, 145–147 integrated cost-leadership/ differentiation strategy, 147–151 international business-level strategy, 271, 279–281 organizational structure and, 129, 133–134 strategic management process and, 20–21, 21 types of, 130, 130–131 value creation and, 101 Business policy scholarship, 7, 8–9

Buyers bargaining power of, 83, 137, 141, 143 competitive rivalry and, 85 See also Customers Buyouts, leveraged buyouts, 258, 259, 259–260 Canada–Mexico partnership, 272–273 Capabilities acquisitions and, 249 core competencies as strategic capabilities, 107–110, 108 defined, 13, 104–105 examples of, 105, 106 industrial organization model and, 11 resource-based model and, 12–13, 18 strategic leadership and, 31–32, 32 strategic management and, 8 Capital barriers to entry and, 81 corporate governance and, 305 human capital, 45– 46, 49, 105 return on invested capital, 83, 85 social capital, 51, 104, 345 Capital market allocation, 226–227 Capital market stakeholders, 15, 16, 116, 116–117 Capital requirements, 81 Causally ambiguous links, 109 Celler-Kefauver Act, 230 Centralization, 138, 220–221 CEOs ability of, 311 boards of directors and, 314 CEO duality, 38–39 ethical behavior and, 323 executive succession processes and, 39– 41, 41 functional structure and, 134 in German corporate governance, 320 hubris and, 35 leadership style and, 32–33 product diversification and, 212 R&D investment curtailment and, 115 responsibilities of, 41, 48, 48, 49

separation of ownership and managerial control and, 305 strategic direction and, 49 top management team and, 36, 38–39 See also Executive compensation Chief executive officers. See CEOs China conglomerates and, 214 corporate governance in, 322–323 cross-border strategic alliances and, 198 globalization and, 77, 78 international entrepreneurship in, 338 international strategies and, 268–269, 270, 271 population size, 72 Collusion, 195 Competencies. See Core competencies Competition changes in, 5 competitive landscape, 3–7 complementors and, 86 five forces model, 11, 79, 79– 80, 86, 87, 137 global marketplace and, 2, 4–5, 6, 7 hypercompetition, 5, 5–7, 158 industrial organization model and, 10, 11 internal competition, 228–229 international strategies and, 286–290 multimarket, 223 technology and, 5–7 Competition-reducing cooperative strategies, 193, 194–195 Competitive actions defined, 166 drivers of, 164–165 likelihood of attack and, 166–170 model of competitive rivalry and, 160–161 reputation and, 171–172 type of, 171 Competitive advantage conventional sources of, 6 core competencies and, 97 defined, 2 industrial organization model, 11

410

SUBJECT INDEX


Licensed to: iChapters national advantage determinants, 279–281, 280 organizational culture and, 47 resource-based model and, 13 resources and, 96 stakeholder model and, 16 strategic management process and, 2–3, 20, 21, 96 sustainable competitive advantage, 2, 100, 101, 107–110, 108, 110 See also Acquisitions; Businesslevel strategies; Competitive rivalry; Cooperative strategies; Corporate-level strategies; International strategies; Restructuring Competitive aggressiveness, 47 Competitive agility, 45 Competitive behavior competitive dynamics and, 159, 159 defined, 159 Competitive dynamics competitive rivalry and, 159, 159, 172 defined, 159 fast-cycle markets and, 174– 175, 176 relationships in, 159 slow-cycle markets and, 173– 174, 174 standard-cycle markets and, 175–177 strategic management process and, 21, 21 Competitive form, 228, 228–229 Competitive response alliances, 193–194 Competitive responses defined, 166 drivers of, 164–165 likelihood of response and, 170–172 model of competitive rivalry and, 160–161 Competitive risks of cooperative strategies, 199– 201, 200 of cost-leadership strategy, 139–140 of differentiation strategy, 144–145 of focus strategies, 147 of integrated cost-leadership/ differentiation strategy, 151

of international strategies, 288–289 Competitive rivalry business-level strategies and, 159–160 competitive dynamics and, 159, 159, 172 competitor analysis and, 162–164 cost-leadership strategy and, 137 defined, 159, 165 differentiation strategy and, 141 factors influencing, 158 industry environment and, 84– 86 information technology and, 6 likelihood of attack and, 166–170 likelihood of response, 170–172 model of, 160–161, 161 organizational characteristics and, 168–169 strategic groups and, 87– 88 strategic management process and, 21, 21 Competitive speed, 45 Competitor analysis analysis of competitor environment, 68, 87–90 components of, 88, 89 ethical behavior and, 88–90 framework of, 163, 164 market commonality and, 162–163 resource similarity and, 163–164 Competitor environment, 68, 87–90 Competitor intelligence, 88–90 Competitors competitive dynamics and, 159, 159 creating more value than, 2 defined, 158 intentions of, 88–90 numerous or equally balanced competitors, 84 Complementary assets, and acquisitions, 255 Complementary strategic alliances, 189–191, 190 Complementors, 86 Complexity, and internal analysis, 99, 99

Compound options, 359 Concentration of firms, and industrial organization model, 10 Conglomerates, 214, 227 Consortia, 188, 193, 195–196 Contingency workers, 76 Control, illusion of, 35 Controls acquisitions and, 254–255 bureaucratic, 254–255 corporate governance and, 305–309 diversification and, 217–218 financial, 218, 222, 253 market for corporate control, 317–318 strategic leadership and, 53–54, 54 Cooperative form, 219–221, 220 Cooperative strategies competitive risks of, 199–201, 200 defined, 183 external environment and, 193–196 implementing and managing, 201–203 importance of, 184–188 innovation and, 344–345 international, 197–199 network, 191–193 strategic management process and, 21, 21 strategic objectives of, 188 types of alliances, 187–188 Co-opetition, 184 Core competencies building of, 107–114 business-level strategies and, 133 competitive advantage and, 97 corporate-level, 221, 224 defined, 13, 45, 106 loss in value of, 114 outsourcing and, 113–114 resource-based model and, 13–14, 18 resources and, 106–107 as strategic capabilities, 107– 110, 108 strategic center firms and, 192 transferring of, 221 value chain analysis and, 110–114 value creation and, 101, 102 Core rigidities, 114

SUBJECT INDEX

411


Licensed to: iChapters Corporate governance agency costs and, 308–309 agency relationships and, 306, 306–307, 308 boards of directors and, 312–314 defined, 303 diversification and, 307–308, 308 ethical behavior and, 323–324 executive compensation and, 302, 314–317 financial control and, 53 international, 320–323 managerial defense tactics, 318, 319 market for corporate control, 317–318 mechanisms of, 233, 303, 304, 304, 308–309, 315–316, 323 ownership concentration and, 310–312 separation of ownership and managerial control, 305–309 strategic management process and, 21, 22, 302 Corporate-level core competencies, 221 Corporate-level strategies defined, 211 diversification and multidivisional structure, 217–218 diversification levels and, 212–215 international, 272–279, 274 reasons for diversification and, 215–217 related diversification, 213, 218–225 strategic management process and, 21, 21–22 unrelated diversification, 214, 216, 217, 225–229 value-neutral diversification, 229–232 value-reducing diversification, 232–234 Corporate relatedness operational relatedness and, 224–225 value creation and, 216, 216 Corporate scandals, and stakeholder model, 15–16 Cost disadvantages independent of scale, 81– 82

Cost-leadership strategy competitive risks of, 139–140 execution of, 135, 137–138 focus strategies and, 145–146 functional structure and, 138– 139, 139 integrated cost-leadership/ differentiation strategy, 147–151 international business-level strategies and, 279 value creation and, 135, 136 Costly-to-imitate capabilities, 108–109 Cost minimization, 202 Costs acquisitions and, 248 cooperative strategies reducing, 189–193 fixed costs, 84– 85 storage costs, 85 transaction costs, 251–252 Counterfeiting, 145 Cross-border acquisitions, 247, 284–285 Cross-border strategic alliances, 197–198 Cross-functional product development teams, 342–343 Culture, organizational. See Organizational culture Cumulative volatility, 366, 366–367 Customer relationship management (CRM), 150 Customers balanced scorecard and, 53 business-level strategies and, 129, 131–133 cost-leadership strategy and, 137 differentiation strategy and, 141, 143 firm performance and, 115 value creation and, 101 Debt acquisitions and, 252–253, 256 restructuring and, 258, 260 Decision biases, 33–36 Decision trees, 375–380, 376 Demand conditions, as determinants of national advantage, 280, 280 Demographic segment, of general environment, 68, 72–73 Deterministic perspective, 9, 10

Differentiation competitive rivalry and, 85 cooperative strategies and, 189–193 See also Product differentiation Differentiation strategy competitive risks of, 144–145 execution of, 140–141, 143 focus strategies and, 146–147 functional structure and, 143– 144, 144 integrated cost-leadership/ differentiation strategy, 147–151 value creation and, 142 Differentiators competitive advantage and, 129 strategic leadership and, 43, 44 Diffuse ownership, 310 Direct competitors, analysis of, 87–90 Distinctive competencies approach, 11–12 Distributed alliance networks, 198–199, 199 Distribution channels, access to, 81 Diversification acquisitions and, 243, 248– 249, 253–254 cooperative strategies and, 196–197 corporate governance and, 307–308, 308 corporate-level strategies and, 211, 212–218 firm performance and, 214, 214, 231, 234, 243 levels of, 212–215, 213 multidivisional structure and, 134, 217–218 reasons for, 215, 215–217 related diversification, 213, 218–225, 249, 253 unrelated diversification, 214, 216, 217, 225–229, 228, 249, 253 value-creating, 215, 215 value-neutral, 215, 215, 229–232 value-reducing, 215, 216, 232–234 See also International diversification Diversifying strategic alliances, 196–197

412

SUBJECT INDEX


Licensed to: iChapters Dominant business diversification strategy, 212 Downscoping, 257–258, 259, 259 Downsizing, 257, 258–259, 259 Due diligence, 252, 254, 256 Dynamic alliance networks, 193 E-business, 6 Economic environment, 74 Economic logic business-level strategy and, 129–134 strategic leadership and, 43, 45 Economic power, 115 Economic risks, 288–289 Economic segment, of general environment, 68, 74 Economies of scale acquisitions and, 254 barriers to entry and, 80– 81, 247 industrial organization model and, 10 international strategies and, 270–271, 286 multidomestic strategies and, 275 Economies of scope, 224–225, 270 E-culture, 6 Enactment, 9 Enterprise resource planning (ERP) system, 150 Entrepreneurial mind-set, 337, 340–341, 343 Entrepreneurial opportunities, 335 Entrepreneurs, 336–337, 347 Entrepreneurship defined, 335 innovation and, 335–336 institutional, 346–347 international, 337–339 organizational culture and, 47, 337, 341 strategic flexibility and, 355 See also Strategic entrepreneurship Entry barriers. See Barriers to entry Environment, strategic management and, 8, 9–10 See also External environment Equity t ventures, 357–358 Equity strategic alliances, 187 Ethical behavior competitor analysis and, 88–90

corporate governance and, 323–324 stakeholder model and, 16–18, 17 strategic direction and, 51–52 strategic management process and, 22 Ethnic mix of population, 73 Europe corporate governance in, 322 cross-border acquisitions and, 247 international strategies and, 269 Event trees, 375, 375, 378–380, 379 Executive compensation corporate governance and, 302, 314–317 defined, 314 diversification and, 233 effectiveness of, 316–317 as governance mechanism, 314, 315–316 Exit barriers, 85– 86 Expected retaliation, 82 Explicit collusion, 195 Exporting, 281–282 External environment analysis of, 69, 69–71, 97 competitor environment, 68, 87–90 composition of, 67– 68 cooperative strategies and, 193–196 core competencies and, 114 factors influencing, 66, 67 general environment, 67– 68, 71–78 industrial organization model and, 3, 10, 11, 13 industry environment, 68, 78– 86 internal organization and, 96, 97 restructuring and, 256–257 strategic leadership and, 33, 48– 49 strategic management and, 7, 8 strategic management process and, 20, 21 External managerial labor market, 39, 40, 41 Factors of production, as determinants of national advantage, 279, 280

Fast-cycle markets competitive dynamics and, 174–175, 176 cooperative strategies in, 183 defined, 174 first movers and, 166 strategic alliances in, 185, 185, 186 Financial controls, 218, 222, 253 Financial economies, 225–226 Financial options, 356 Firm performance balancing stakeholder performance and, 118–119 board of directors’ role and, 38 capital market perspective on, 116, 116 corporate governance and, 305 corporate-level strategies and, 211 diversification and, 214, 214, 231, 234, 243 internal analysis and, 97 internal organization and, 114–120 measures of, 116, 116–117, 118 stakeholder model of, 15–18, 17 stakeholder objectives and, 115–116 stakeholders and, 114, 115–116, 116, 117, 118, 118–119 strategic leadership and, 30 sustainable development and, 119–120 technology and, 18 Firm size. See Organizational size Firm strategy, structure, and rivalry, as determinants of national advantage, 280, 281 First movers, 166–168 Five forces model of competition, 11, 79, 79– 80, 86, 87, 137 Fixed costs, 84– 85 Flexible manufacturing systems, 149–150 Flexible structure acquisitions and, 256 competitive rivalry and, 168 integrated cost-leadership/ differentiation strategy and, 149–151 strategic flexibility and, 149, 355 Focus strategies competitive risks of, 147

SUBJECT INDEX

413


Licensed to: iChapters Focus strategies (continued) cost-leadership strategy and, 145–146 differentiation strategy and, 146–147 functional structures and, 147 segments of industry and, 131 Forecasting, 69, 71 Foreignness, liability of, 273–274 Formalization, 138 Formal power, 115 corporate governance in, 322 retirement trends in, 70 Franchises, 197 Franchising, 197 Free cash flows, 230, 307 Friendly acquisitions, 255 Functional structure cost-leadership strategy and, 138–139, 139 defined, 134 differentiation strategy and, 143–144, 144 focus strategies and, 147 General environment defined, 67– 68 segments of, 68, 68, 71–78 Geographic distribution of population, 73 corporate governance in, 320–321 international strategies and, 269 retirement trends in, 70 Global competency, 46 Global corporate governance, 322–323 Global economy cross-border acquisitions and, 247 internal analysis and, 98 uncertainty in, 244 Globalization corporate governance and, 321 defined, 4, 77 of markets, 4–5, 77–78 strategic leadership and, 46 Global mandate, 278 Global markets barriers to entry, 247 competition and, 2, 4–5, 6, 7 entry mode choice, 281–286, 282

general environment and, 77–78 integrated cost-leadership/ differentiation strategy, 147 international diversification and, 267 Global mind-set, 98 Global segment, of general environment, 68, 77–78 Global strategy, 274, 276–277, 277 Golden parachutes, 318 Governance. See Corporate governance Government barriers to entry and, 82 cross-border strategic alliances and, 198 political risks and, 288 Greenfield ventures, 285, 286 Greenmail tactic, 318 Growth, cooperative strategies promoting, 196–199 Growth options, 357–358, 362– 363, 363 Growth vehicles, 43– 44, 129 Guanxi (personal relationships), 78 Heterogeneous top management teams, 36–37 Heuristics, 33–35 Horizontal acquisitions, 219, 246, 249 Horizontal complementary strategic alliances, 189–191, 190 Hostile takeovers, 245, 255, 318, 319 Hubris, 35 Human capital, 45– 46, 49, 105 Human resources, 103, 104 Hypercompetition, 5, 5–7, 158 Hypothesis testing, 19 Imitation cost-leadership strategy and, 140 defined, 336 Incentives for diversification, 229–232 for international strategies, 268–271 Income distribution of population, 73 Incremental innovations, 339, 340

Independent board leadership structure, 38 India conglomerates and, 214 cross-border strategic alliances and, 198 globalization and, 77, 78 international strategies and, 268–269 population size, 72 Induced strategic behavior, 339 Industrial organization (I/O) model above-average returns and, 10–11, 12 external environment and, 3, 10, 11, 13 firm performance and, 120 strategic leadership and, 42, 42, 43, 52 strategic management and, 8 Industry defined, 79 markets within, 162 Industry environment analysis of, 78– 86 defined, 68 Information networks, 150 Information technology (IT) industry, 186 Inhwa (harmony), 78 Innovation acquisitions and, 248, 253–255, 345–346 competitive dynamics and, 176–177 cooperative strategies and, 344–345 defined, 336 entrepreneurship and, 335–336 factors influencing, 341 first movers and, 166, 167 intangible resources and, 102, 103, 104 internal innovation, 339–344, 344 international diversification and, 287–288 licensing and, 283 strategic entrepreneurship and, 334, 335–339 strategic leadership and, 33, 37, 40, 47 strategic thinking and, 18, 20 Insiders, on boards of directors, 312, 313, 313

414

SUBJECT INDEX


Licensed to: iChapters Institutional entrepreneurship, 346–347 Institutional owners, 310–311 Intangible resources, 13, 102, 103–104, 104, 232 Integrated cost-leadership/ differentiation strategy competitive risks of, 151 defined, 147–148 execution of, 148 flexible structure and, 149–151 Integration acquisitions and, 251–252, 255 of cross-functional teams, 343 global strategy and, 276–277 innovation and, 343 taper integration, 223 transnational strategy and, 277 vertical, 9, 216, 223–224 Internal analysis conditions influencing, 98–101 firm performance and, 97 organizational decision making and, 98–99, 99 outcomes from, 97, 97 value creation and, 98, 100, 101, 102 Internal capital market allocation, 226–227 Internal corporate venturing, 339, 341–342 Internal innovation, 339–344, 344 Internal managerial labor market, 39– 40, 41 Internal organization analysis of, 97, 97, 98–102, 100 capabilities and, 104–105 core competencies and, 106–114 external environment and, 96, 97 firm performance and, 114–120 resources and, 102–104 strategic management process and, 20, 21 International cooperative strategies, 197–199 International corporate governance in , 320–321 global corporate governance, 322–323 in Japan, 321–322

International diversification defined, 267 innovation and, 287–288 international strategies and, 268 returns and, 286–287, 289 International entrepreneurship, 337–339 International entry modes acquisitions, 282, 284–285, 286 choice of, 282 dynamics of, 285–286 exporting, 281–282 greenfield ventures, 285 licensing, 282–283 strategic alliances, 282, 283– 284, 285 International strategies business-level, 271, 279–281 competitive risks of, 288–289 corporate-level, 272–279, 274 defined, 268 economies of scale and, 270– 271, 286 incentives for using, 268–271 international entry modes, 281–286 market size and, 268–269, 286 reasons for, selection of, and outcomes from, 268 resources and, 271 return on investment and, 269–270 strategic competitiveness outcomes, 286–290 strategic management process and, 21, 22 Internet, 5, 6, 70, 77, 111, 112, 186, 273, 282 Interorganizational networks, 289 Intraorganizational conflicts, internal analysis, 99, 99 Invention, 336 Investment thresholds, 361–362 I/O model. See Industrial organization (I/O) model Ireland, 337–338 Japan automobile industry in, 3– 4, 85, 98, 286–287 corporate governance in, 321–322 global strategy and, 276

group harmony and, 78 international competition and, 267 retirement trends in, 70 uncertainty and, 340 t ventures, 187, 359–360 Junk bonds, 252 Keiretsu, 188, 191, 194, 321 Knowledge capabilities and, 105 corporate relatedness and, 216 downsizing and, 259 innovation and, 337, 340, 343, 345, 346 intangible resources and, 102, 103, 232 international strategies and, 286–287 tacit, 187, 232 Large-block shareholders, 310–311 Late movers, 168 Leadership. See Strategic leadership Learning balanced scorecard and, 53 knowledge and, 105 organizational, 9, 10, 15 strategic network firms and, 192 Leveraged buyouts, 258, 259, 259–260 Licensing, 282, 282–283 Location advantages, and international strategies, 271, 272, 286 Long-term thinking, 19 Manager characteristics, and strategic leadership, 33, 34 Managerial competencies, 13 Managerial opportunism, 307 Market commonality, 162–163, 164–165 Market dependence, 172 Market for corporate control, 317–318 Market microstructure, 79 Market power acquisitions and, 245–246, 254 defined, 223 related diversification and, 223–224

SUBJECT INDEX

415


Licensed to: iChapters Markets competitor analysis and, 162–163 fast-cycle, 166, 174–175, 176, 183 globalization of, 4–5, 77–78 increased market size, 268–269 industrial organization model and, 18 slow-cycle, 173–174, 174, 183, 185, 185, 186 speed to market, 248 standard-cycle, 176–177, 183, 185, 185, 186–187 strategic management and, 8 strategic management process and, 3 technology and, 6 See also Global markets Market segmentation, 132, 132–133 Market size, and international strategies, 268–269, 286 Matrix organizations, 225 Mergers conglomerates and, 230 defined, 244–245 diversification strategy combined with, 243 popularity of, 244–245 strategic management process and, 21, 22 M-form structure. See Multidivisional (M-form) structure Minority groups, on top management teams, 41, 76 Mission statements, and strategic direction, 49, 50, 51–52 Monitoring, 69, 70–71 Motivation, 164–165 Multidivisional (M-form) structure competitive form and, 228, 228–229 cooperative form and, 219–221, 220, 225 defined, 134 diversification and, 134, 217–218 strategic business-unit form and, 221–223, 222, 225 Multidomestic strategy, 274, 274–275, 275 Multimarket competition, 223 Multinational firms cross-border strategic alliances and, 198

international strategies and, 270–271, 278–279, 287 management complexity, 289–290 real options analysis and, 359 strategic leadership and, 46 Mutual forbearance, 195 National advantage determinants, 279–281, 280 Network cooperative strategies, 191–193 Networks alliance networks, 191–193 distributed alliance networks, 198–199, 199 information networks, 150 interorganizational networks, 289 transnational strategy and, 279–280 New wholly owned subsidiaries, 282, 285, 286 Nonequity strategic alliances, 187–188, 284 Nonsubstitutable capabilities, 109–110 Nonsubstitutable resources, 13 Offshore outsourcing, 287 Operational relatedness corporate relatedness and, 224–225 sharing activities and, 218–219, 224 value creation and, 216, 216 Opportunism, 19, 200, 307 Opportunities, 69, 131 Opportunity maximization, 202 Options backdating, 302, 316–317 Option to defer, 358 Organizational characteristics acquisitions and, 254–255 competitive rivalry and, 168–169 strategic leadership and, 33, 34 Organizational controls, 217 Organizational culture defined, 46 entrepreneurial culture, 47, 337, 341 strategic leadership and, 46– 48, 49, 52 Organizational decision making corporate governance and, 305–306, 307, 323–324

industrial organization model and, 10 internal analysis and, 98–99, 99 real options analysis and, 355 stakeholders and, 114, 115– 116, 117 strategic leadership and, 31–36, 37, 43, 48– 49, 48 strategic thinking and, 19 strategic value of resources and, 104 Organizational size, 7, 168–169, 254–255 Organizational stakeholders, 15, 16, 117, 118, 118 Organizational structure business-level strategy and, 129, 133–134 defined, 133 See also Structures Outsiders, on boards of directors, 312, 313, 313 Outsourcing core competencies and, 113–114 nonequity strategic alliances and, 188 offshore, 287 strategic, 191–192 Ownership concentration, 310–312 Performance standards, and competition, 6–7 Political/legal segment acquisitions and, 246 of general environment, 68, 74–75 Political power, 115 Political risks, 288, 289 Political strategies, 8 Population size, 72 Primary activities, in value chain, 110, 111, 112, 113, 129–130, 135 Primary stakeholders, 15 Private equity firms, 258 Private synergy, 251 Proactiveness, 47 Product champions, 340 Product development acquisitions and, 248–249 cross-functional product development teams, 342–343 Product differentiation barriers to entry and, 81, 247

416

SUBJECT INDEX


Licensed to: iChapters industrial organization model and, 10 Product diversification, 212, 307–308 Product market stakeholders, 15, 16, 117, 118, 118 Product substitutes, 138, 143 Profitability external environment and, 66 industrial organization model and, 11 industry environment and, 68 R&D investment curtailment and, 115 slow industry growth and, 84 Quality defined, 169 likelihood of attack and, 169–170 quality dimensions of goods and services, 169 total quality management, 101, 150–151 Radical innovations, 339–340 Rare capabilities, 108 Real options application issues, 380–381 defined, 356 implementation requirements of, 367–368 types of, 357–359, 357 valuation guidelines, 370–381 valuation of, 367 value drivers for, 363–367, 364, 365, 366 Real options analysis described, 356–357 purpose of, 359–363 strategic flexibility and, 355 strategic leadership and, 36, 47 strategic management process and, 22 strategic thinking and, 19 Regionalization, international corporate-level strategy and, 272–273 Related acquisitions, 246, 249 Related and ing industries, as determinants of national advantage, 280, 280–281 Related constrained diversification strategy diversification levels and, 213

multidivisional structure and, 219–221, 220 Related diversification strategy, 213, 218–225, 249, 253 Related linked diversification strategy, 213–214 Related outsiders, on boards of directors, 312, 313 Repricing, 316, 317 Reputation actor’s reputation, 171–172 intangible resources and, 102, 103, 104, 104 socially complex capabilities and, 109 Resource-based model capabilities and, 12–13, 18 of returns, 11–15, 14 strategic leadership and, 42, 42, 49, 52 strategic management and, 8 value creation and, 3, 11–15 Resource dissimilarity, 165 Resources acquisition of, 3 capabilities and, 104–105 competitive advantage and, 96 core competencies and, 106–107 defined, 13 dependence on, 8 diversification and, 232 industrial organization model and, 10, 11 intangible, 13, 102, 103–104, 104, 232 internal analysis and, 98 international strategies and, 271 resource-based model and, 12–13, 18 strategic leadership and, 42, 45– 48 strategic management and, 8 strategic value of, 104 tangible, 13, 102–103, 103, 232, 234 transaction costs economics and, 9 Resource similarity, 163–164 Restructuring acquisitions and, 256–260 defined, 256 downscoping, 257–258 downsizing, 257 leveraged buyouts, 258, 259, 259–260

outcomes from, 258–260, 259 strategic control and, 54 unrelated diversification and, 227–228 Retaliation, expected, 82 Returns corporate-level strategies and, 211–212 firm performance and, 116–117 industrial organization model and, 10–11, 12 international diversification and, 286–287, 289 international strategy and, 269–270 resource-based model of, 11–15, 14 See also Above-average returns Reward systems, 221 Risk-neutral method, 376, 377–378 Risks acquisition and, 249, 345 corporate governance and, 22, 308, 308 cross-border strategic alliances and, 198 firm performance and, 231 first movers and, 167 greenfield ventures and, 285 innovation and, 341, 345 international strategies and, 286, 288–289 stakeholder model and, 18 strategic leadership and, 20, 47, 117 value-neutral diversification and, 231–232 value-reducing diversification and, 233 See also Competitive risks Rivalry. See Competitive rivalry Sarbanes– Oxley Act, 15–16, 233, 309, 314 SBU. See Strategic business-unit (SBU) form Scanning, 69, 70 Scope acquisitions and, 249 economies of, 224–225, 270 strategic leadership and, 43 Secondary stakeholders, 15 Second movers, 167–168 Shareholder activism, 311–312

SUBJECT INDEX

417


Licensed to: iChapters Shareholders agency theory and, 9 corporate governance and, 303, 305, 308, 308 firm performance and, 114, 116, 116–117 large-block, 310–311 ownership concentration and, 310–312 Single business strategy, 212 Slack, 167, 256 Slow-cycle markets competitive dynamics and, 173–174, 174 cooperative strategies in, 183 defined, 173 strategic alliances in, 185, 185, 186 Social capital, 51, 104, 345 Social complexity, 109 Sociocultural segment, of general environment, 68, 75–76 South Korea, globalization and, 78 Specialization, 138 Stable alliance networks, 193 Staging competitive advantage and, 129 strategic leadership and, 43, 44 Stakeholder model cooperative strategies and, 184 ethical behavior and, 16–18, 17 firm performance and, 15–18, 17 stakeholder groups, 15, 16 strategic leadership and, 41, 42, 42, 48, 48, 52 strategic management and, 8, 12 Stakeholders corporate governance and, 22, 303 defined, 15 external, 8, 9, 10, 15, 48– 49 firm performance and, 114, 115–116, 116, 117, 118, 118–119 internal, 49, 51 management of relationships with, 3, 16–17, 18, 42, 48– 49, 323 resource-based model and, 14 stakeholder model and, 15–17 strategic leadership and, 3 strategic management and, 8, 9

Standard-cycle markets competitive dynamics and, 175–177 cooperative strategies in, 183 defined, 175 strategic alliances in, 185, 185, 186–187 Stewardship theory, 38–39 Stock options, 316 Storage costs, 85 Strategic alliances complementary, 189–191 defined, 183–184 in fast-cycle markets, 185, 185, 186 horizontal complementary, 189–191, 190 innovation and, 345 international entry modes, 282, 283–284, 285 pervasiveness of, 184–185 in slow-cycle markets, 185, 185, 186 in standard-cycle markets, 185, 185, 186–187 types of, 187–188 vertical complementary, 189, 190 Strategic analysis. See External environment; Internal organization Strategic assets, 106 Strategic business-unit (SBU) form, and related link strategy, 221–223, 222, 225 Strategic capabilities. See Capabilities Strategic center firms, 191–192, 192 Strategic controls, 53–54, 217– 218, 222 Strategic dimensions, 87 Strategic direction, 49–52 Strategic entrepreneurship acquisitions and, 345–346 cooperative strategies and, 344–345 defined, 334 innovation and, 334, 335–339 internal innovation and, 339–344 strategic leadership and, 47 strategic management process and, 22 value creation and, 346–347

Strategic flexibility defined, 7, 354 flexible structure and, 149, 355 uncertainty and, 354–355 Strategic groups, 87– 88 Strategic intelligence, 16 Strategic intent, 18–19 Strategic leadership defined, 31 economic positioning and, 43– 45, 49 establishing controls and, 53–54 hierarchy of capabilities, 31–32, 32 implementation of strategies, 33, 52 managerial discretion and, 33–36, 34 resource management and, 45– 48 responsibilities and actions, 41–54 risks and, 20, 47, 117 skill levels and, 31–36 stakeholder model and, 41, 42, 42, 48, 48, 52 stakeholder relationships and, 48– 49 strategic direction and, 49–52 strategic management process and, 20, 42, 42 strategy-creation process and, 3 style of leadership and, 32–33 top management teams and, 36– 41 Strategic management competitive advantage and, 2 emergence of, 3, 7–10 influences on concept of, 8–9 modern strategic management, 9–10 real options analysis and, 359 technology and, 6, 7 value creation and, 10–18 Strategic management process activities of, 9 approach of, 20–22, 21 competitive advantage and, 2–3, 20, 21, 96 corporate governance and, 21, 22, 302 defined, 2–3 strategic leadership and, 20, 42, 42

418

SUBJECT INDEX


Licensed to: iChapters Strategic thinking characteristics of, 18–20 encouragement of, 3, 20 strategic leadership and, 41, 43 strategic management process and, 20, 21 Structures business-level strategy and, 129, 133–134 cooperative form, 219–221, 225 cross-functional development teams and, 342–343 firm performance and, 18 functional structure, 134, 138–139, 139, 143–144, 144, 147 strategic flexibility and, 149, 355 strategic management process and, 22 worldwide combination structure, 277–278 worldwide geographic area structure, 275, 275 worldwide product divisional structure, 276, 277 Substitute products, threat of, 83– 84 Suburban growth, 76 Suppliers bargaining power of, 82– 83, 137–138, 143 firm performance and, 120 transaction costs economics and, 9 activities, in value chain, 110, 111, 112, 113, 129–130, 135 Sustainable competitive advantage criteria of, 107–110, 108 defined, 2 internal analysis and, 100, 101 outcomes from combinations of criteria, 110, 110 See also Competitive advantage Sustainable development defined, 119 firm performance and, 119–120 strategic direction and, 50 Switching costs, 81, 85 Switching options, 358 Synergy, 231–232, 251–252, 255, 287 Systems perspective, 8, 15, 18, 19

Tacit collusion, 195 Tacit knowledge, 187, 232 Tactical actions, 166, 171 Tactical responses, 166 Takeovers defined, 245 hostile takeovers, 245, 255, 318, 319 in Japan, 322 organizational size and, 254 Tangible resources, 13, 102–103, 103, 232, 234 Taper integration, 223 Tax laws, 230–231 Tax Reform Act of 1986, 230–231 Technological segment, of general environment, 68, 76–77 Technology in automobile industry, 4 competition and, 5–7 cooperative strategies and, 184 external environment and, 66 fast-cycle markets and, 174, 186 firm performance and, 18 innovation and, 339–340, 346–347 integrated cost-leadership/ differentiation strategy, 147 international strategy and, 270 resource-based model and, 13–14 strategic center firms and, 192 strategic management and, 6, 7 Terrorism, economic effect of, 289 Terrorist attacks of September 11, 2001, 67, 355 Threat business-level strategies and, 131 defined, 69 of new entrants, 80– 82 of substitute products, 83– 84 Top management teams acquisitions and, 254 CEO’s role, 38–39 corporate governance and, 303–304, 323–324 defined, 36 diversification and, 233, 308 entrepreneurial culture and, 337, 341 ethical behavior of, 323–324

executive compensation and, 315 executive succession processes and, 39– 41, 41 heterogeneity in, 36–37 international entrepreneurship and, 338 international strategies and, 289–290 and managerial opportunism, 307 product diversification and, 212 strategic thinking and, 18 Total quality management (TQM), 101, 150–151 Trade groups, 188 Transaction costs, 251–252 Transaction costs economics, 9, 10, 17 Transformational leadership, 31 Transnational strategy, 277–279 Trust cooperative strategies and, 202–203 intangible resources and, 102 strategic alliances and, 284 Uncertain future cash flows, 231 Uncertainty, 99, 99, 340, 354– 355, 368, 381 Uncertainty-reducing alliances, 193, 194 Unique historical conditions, 109 United States corporate governance and, 303, 320 population size, 72 retirement trends in, 70 Unrelated diversification strategy, 214, 216, 217, 225–229, 228, 249, 253 Valuable capabilities, 107–108 Valuable resources, 13 Valuation Black-Scholes valuation, 370– 371, 372, 380–381 real option valuation guidelines, 370–381 Value, defined, 101 See also Value creation Value chain, 110–111, 111, 112, 113, 129–130, 135 Value chain analysis, 110–114, 135, 141

SUBJECT INDEX

419


Value-creating diversification, 215, 215 Value creation acquisitions and, 255 capabilities and, 13 corporate governance and, 22 cost-leadership strategy and, 135, 136 differentiation strategy and, 142 diversification and, 216 industrial organization model of, 10–11 innovation and, 343, 344 internal organization and, 97, 98–102 operational relatedness and, 216, 216

resource-based model of, 3, 11–15 stakeholder model of, 15–18 strategic entrepreneurship and, 346–347 strategic management process and, 2 Value-neutral diversification, 215, 215, 229–232 Value-reducing diversification, 215, 216, 232–234 Values corporate governance and, 22 innovation and, 343 strategic direction and, 49, 51–52 Vertical acquisitions, 246 Vertical complementary strategic alliances, 189, 190

Vertical integration, 9, 216, 223–224 Volatility, 365–367, 366 Wa (group harmony), 78 Women as entrepreneurs, 347 sociocultural segment analysis and, 75–76 top management teams and, 41, 76 World economies, 244 Worldwide combination structure, 277–278 Worldwide geographic area structure, 275, 275, 277 Worldwide product divisional structure, 276, 277

420

SUBJECT INDEX


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