Pattern in Corporate EvolutionOxford University Press, 2000 - 319 lappuses The book develops a resource-based perspective of the firm. This in turn provides the foundations for the analysis of the firm as a complex system, in which links composed of shared resources constitute basic building blocks. The evolution of the firm from simple beginnings to complex system is then studied in a number of areas, including vertical integration, diversification, multi-national enterprise, joint venture, alliance, network, and internal organization. Neil M. Kay's analysis advances current theories of the firm and will be essential reading for academics and researchers involved in business economics, strategic management, and organization theory. |
Saturs
Setting out the Framework | 5 |
Vertical Integration | 33 |
Links and Patterns 58 | 58 |
Mapping Strategy | 121 |
Diversification | 134 |
Multinational Enterprise | 153 |
Joint Venture | 177 |
Alliances and Networks | 208 |
Complexity and Hierarchy | 228 |
Strategy and Structure | 247 |
Conclusions | 272 |
| 284 | |
| 301 | |
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activity advertising agenda alliances alternative analysis approach argued arguments asset specificity associated behaviour boundaries bounded rationality Cadbury Schweppes cent ceteris paribus Chapter characterized cluster Coase cognitive coherence collaborative competencies competition complementary assets complexity conglomerate strategy context contracts coordination corporate strategy decision-making decisions diversification divisions efficiency evolution example existence expansion explain exploit firm's functions hierarchy implications individual industry innovative internal involving issues joint venture large diversified linkages M-form structure managerial merger Mintzberg multinational enterprise neoclassical theory networks operate opportunities opportunity cost option organization organizational particular path dependency patterns perspective possible potential problem product-market question related-linked strategy relations relationships replaceability respective role RUGBY Rumelt SALES sectors shared soft selection solution specialized stage strategic management suggests synergy technological tend Thorn EMI threats tion transaction cost economics typically vertical integration VOLLEY whilst Williamson