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Strategic Management: Strategic Managment
Gregory G. Dess, University of Texas at Dallas
G.T. Lumpkin, University of Illinois--Chicago

Strategic Management: Creating Competitive Advantages

References

1. This example draws on Mehta, S. N. 2001. Lessons from the Lucent debacle. Fortune, February 5:143–48 and Boyle, M. 2001. The dirty half-dozen: America’s worst boards. Fortune, May 14:249–54; Locke, C. P. & Copeland, M.V. 2000. Hello, Lucent? The big red zero tries to reinvent itself. Red Herring, December 19:96–100; Rho, G. 2001. Telecommunications equipment industry. Value Line Investment Survey, July 6:751; Crockett, R. O. 2001. Nortel: Optimism or hubris? Business Week, March 12:86–90.

2. For a discussion of the "romantic" versus "external control" perspective, refer to Meindl, J. R. 1987. The romance of leadership and the evaluation of organizational performance. Academy of Management Journal, 30:92–109, and Pfeffer, J. & Salancik, G. R. 1978. The external control of organizations: A resource dependence perspective. New York: Harper & Row.

3. Porter, M. E. 1996. What is strategy? Harvard Business Review, 74(6):61–78.

4. See, for example, Barney, J. B. & Arikan, A. M. 2001. The resource-based view: Origins and implications. In Hitt, M. A., Freeman, R. E. & Harrison, J. S., eds. Handbook of Strategic Management. Malden, MA: Blackwell Business:124–89.

5. Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17 (1):99–120.

6. Much of Gary Hamel’s work advocates the importance of not focusing on incremental change. For example, refer to Hamel, G. & Prahalad, C. K. 1994. Competing for the Future. Boston: Harvard Business School Press; see also Christenson, C. M. 2001. The past and future of competitive advantage. Sloan Management Review, 42(3):105–9.

7. This section draws upon Dess, G. G. & Miller, A. 1993. Strategic management. New York: McGraw-Hill.

8. See, for example Hrebiniak, L. G. & Joyce, W. F. 1986. The strategic importance of managing myopia. Sloan Management Review, 28 (1):5–14.

9. Senge, P. 1996. Leading learning organizations: The bold, the powerful, and the invisible. In Hesselbein, F., Goldsmith, M. & Beckhard, R., eds. The Leader of the Future. San Francisco: Jossey Bass:41–58.

10. For another interesting perspective on this issue, refer to Abell, D. F. 1999. Competing today while preparing for tomorrow. Sloan Management Review, 40 (3):73–81.

11. Loeb, M. 1994. Where leaders come from. Fortune, September 19:241 (quoting Warren Bennis).

12. Address by Norman R. Augustine at the Crummer Business School, Rollins College, Winter Park, FL, October 20, 1989.

13. Nocera, J. 2000. The corporation comes home. Fortune, March 6:F–74.

14. Bianco, D. P. 2000. Corporate governance. In M. M. Helms, ed. Encyclopedia of Management. 4th ed. Farmington Hills, MI: Gale Group:150.

15. Boyle, M. 2001. The dirty half-dozen: America’s worst boards. Fortune, May 14:249–52.

16. Anonymous. 1998. Stakeholder symbiosis. Fortune, March 30:S2.

17. For a definitive, recent discussion of the stakeholder concept, refer to Freeman, R. E. & McVae, J. 2001. A stakeholder approach to strategic management. In Hitt, M. E., Freeman, R. E. & Harrison, J. S., eds. Handbook of Strategic Management, Malden, MA: Blackwell: 189–207.

18. Atkinson, A. A., Waterhouse, J. H. & Wells, R. B. 1997. A stakeholder approach to strategic performance measurement. Sloan Management Review, 39 (3):25–38.

19. Stakeholder symbiosis. op. cit., p. S3.

20. Rucci, A. J., Kirn, S. P. & Quinn, R. T. 1998. The employee-customer-profit chain at Sears. Harvard Business Review, 76 (1):82–97.

21. Thomas, J. G. 2000. Macroenvironmetal forces. In Helms, M. M., ed. Encyclopedia of Management. 4th ed. Farmington Hills, MI: Gale Group:516–20.

22. McDonald’s Corporation. 1999. Annual Report:6.

23. This discussion draws upon Austin, J. E. 2000. Measuring a triple bottom line. Leader to Leader, Fall:51.

24. Senge, P. M. 1990. The leader’s new work: Building learning organizations. Sloan Management Review, 32 (1):7–23.

25. This section draws upon a variety of sources including Tetenbaum, T. J. 1998. Shifting paradigms: From Newton to Chaos. Organizational Dynamics, 26(4):21–33; Ulrich, D. 1998. A new mandate for human resources. Harvard Business Review, 76(1):125–35; and Hitt, M. A. 2000. The new frontier: Transformation of management for the new millennium. Organizational Dynamics, 28 (2):7–17.

26. Garten, J. E. 2001. The Mind of the C.E.O. New York: Basic Books.

27. Weber, J. 1996. Mr. nice guy with a mission. Business Week, November 25:137.

28. Colvin, G. 2000. We’re worth our weight in Pentium Chips. Fortune, March 20:68.

29. Ulrich, D. 1998. Intellectual capital: Competence ¥ commitment. Strategic Management Journal, 39(2):15–26.

30. Stewart, T. A. 2000. Today’s companies won’t make it, and Gary Hamel knows why. Fortune, September 4:390.

31. Rivette, K. G. & Kline, D. 2000. Discovering new value in intellectual property. Harvard Business Review, 78(1):54–66.

32. For an interesting perspective on the role of middle managers in the strategic management process, refer to Huy, Q. H. 2001. In praise of middle managers. Harvard Business Review, 79(8):72–81.

33. Senge, 1996. op. cit., pp. 41–58.

34. Helgesen, S. 1996 Leading from the grass roots. In Hesselbein, F., Goldsmith, M., & Beckhard, R., eds. The Leader of the Future. San Francisco: Jossey-Bass:19–24.

35. Wetlaufer, S. 1999. Organizing for empowerment: An interview with AES’s Roger Sant and Dennis Blake. Harvard Business Review, 77(1):110–26.

36. Kets de Vries, M. F. R. 1998. Charisma in action: The transformational abilities of Virgin’s Richard Branson and ABB’s Percy Barnevik. Organizational Dynamics, 26(3):7–21.

37. Hammonds, K. H. 2000. The next agenda. Fast Company, April:140.

38. Our discussion draws on a variety of sources: These include Lipton, M. 1996. Demystifying the development of an organizational vision. Sloan Management Review, 37(4):83–92; Bart, C. K. 2000. Lasting inspiration. CA Magazine. May:49–50; and Quigley, J. V. 1994. Vision: How leaders develop it, share it, and sustain it. Business Horizons, September–October:37–40.

39. Quigley, op. cit.

40. Ibid.

41. Lipton, op. cit. Additional pitfalls are addressed in this article.

42. Company records.

43. Lipton, op. cit.

44. Sexton, D. A. & Van Aukun, P. M. 1985. A longitudinal study of small business strategic planning. Journal of Small Business Management, January:8–15, cited in Lipton, op. cit.

45. Ibid.