From Resource Allocation to Strategy.
Material type: TextPublisher: Oxford : Oxford University Press, 2005Copyright date: ©2005Description: 1 online resource (501 pages)Content type: text Media type: computer Carrier type: online resourceISBN: 9780191515408Subject(s): Capital budget | Resource allocation -- Decision making | Strategic planning | Strategisch management. -- gtt | Strategische planning. -- gttGenre/Form: Electronic books.Additional physical formats: Print version:: From Resource Allocation to StrategyDDC classification: 658.152 LOC classification: HD30.28.F764 2005Online resources: Click to ViewIntro -- Contents -- List of Figures -- List of Tables -- List of Contributors and Affiliations -- Part I. Introduction to the Resource Allocation Process -- 1. Linking Resource Allocation to Strategy -- 2. Modeling the Resource Allocation Process -- 3. The Role of Strategy Making in Organizational Evolution -- 4. Anomaly-Seeking Research: Thirty Years of Theory Development in Resource Allocation Theory -- Part II. When the Bottom-up Process Fails -- 5. When the Bottom-up Resource Allocation Process Fails -- 6. Customer Power, Strategic Investment, and the Failure of Leading Firms -- 7. No Exit: The Failure of Bottom-up Strategic Processes and the Role of Top-down Disinvestment -- 8. The Process of International Expansion: Comparing Established Firms and Entrepreneurial Start-ups -- Part III. Restoring the Bottom-up Process -- 9. Restoring the Bottom-up Process of Resource Allocation -- 10. Strategy Making as an Iterated Process of Resource Allocation -- 11. Beyond Resource Allocation: How Definition and Impetus Interact to Shape Strategic Outcomes -- Part IV. The Need for Top-down Intervention -- 12. Corporate Intervention in Resource Allocation -- 13. The Entrepreneurial M-Form: A Case Study of Strategic Integration in a Global Media Company -- 14. Strategic Flexibility: Corporate-level Real Options as a Response to Uncertainty in the Pursuit of Strategic Integration -- 15. Resource Allocation Processes in Multidimensional Organizations: MNCs and Alliances -- Part V. Outside Commentaries on the RAP Perspective -- 16. Resource Allocation, Strategy, and Organization: An Economist's Thoughts -- 17. Comments on the Resource Allocation Process -- 18. Research Complementarities: A Resource-Based View of the Resource Allocation Process Model (and Vice Versa) -- 19. CEO as Change Agent? -- Part VI. Conclusion.
20. A Revised Model of the Resource Allocation Process -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z.
Joseph L. Bower and Clark G. Gilbert have collected together some of the leading experts on strategy to examine how strategy is actually made by company managers across the several levels of an organization. Is strategy a coherent plan conceived at the top by a visionary leader, or is it formed by a series of smaller decisions, not always reflecting what top management has in mind? Often it is by examining how options for using resources are developed and selected,that we can see how a company's competitive position gets shaped. On the basis of this understanding, we can see better how these processes can be managed.
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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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