COMPETITIVE ADVANTAGE introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into 'activities', or the discrete functions or processes that represent the elemental building blocks of competitive advantage. Now an essential part of international business thinking, COMPETITIVE ADVANTAGE takes strategy from broad vision to an internally consistent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reasons why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. That the phrases 'competitive advantage' and 'sustainable competitive advantage' have become commonplace is testimony to the power of Porter's ideas. COMPETITIVE ADVANTAGE has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.

Competitive advantage: creating and sustaining superior performance

Theorists in various fields have discussed characteristics of top managers. This paper attempts to synthesize these previously fragmented literatures around a more general “upper echelons perspective.” The theory states that organizational outcomes—strategic choices and performance levels—are partially predicted by managerial background characteristics. Propositions and methodological suggestions are included.

Upper Echelons: The Organization as a Reflection of Its Top Managers

The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.

Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance

It is argued that (a) social identification is a perception of oneness with a group of persons; (b) social identification stems from the categorization of individuals, the distinctiveness and prestige of the group, the salience of outgroups, and the factors that traditionally are associated with group formation; and (c) social identification leads to activities that are congruent with the identity, support for institutions that embody the identity, stereotypical perceptions of self and others, and outcomes that traditionally are associated with group formation, and it reinforces the antecedents of identification. This perspective is applied to organizational socialization, role conflict, and intergroup relations.

Social Identity Theory and the Organization

计量经济分析 = Econometric analysis

This pathbreaking book is the first to provide a rigorous and comprehensive examination of Internet culture and consumption. A rich ethnography of Internet use, the book offers a sustained account not just of being online, but of the social, political and cultural contexts which account for the contemporary Internet experience. From cybercafes to businesses, from middle class houses to squatters settlements, from the political economy of Internet provision to the development of ecommerce, the authors have gathered a wealth of material based on fieldwork in Trinidad. Looking at the full range of Internet media -- including websites, email and chat -- the book brings out unforeseen consequences and contradictions in areas as varied as personal relations, commerce, nationalism, sex and religion. This is the first book-length treatment of the impact of the Internet on a particular region. By focusing on one place, it demonstrates the potential for a comprehensive approach to new media. It points to the future direction of Internet research, proposing a detailed agenda for comparative ethnographic study of the cultural significance and effects of the Internet in modern society. Clearly written for the non-specialist reader, it offers a detailed account of the complex integration between on-line and off-line worlds. An innovative tie-in with the book's own website provides copious illustrations amounting to over 2,000 web-pages that bring the material right to your computer.

The Internet: An Ethnographic Approach

A review of recent literature on the corporate life cycle disclosed five common stages: birth, growth, maturity, revival, and decline. Theorists predicted that each stage would manifest integral complementarities among variables of environment "situation", strategy, structure and decision making methods; that organizational growth and increasing environmental complexity would cause each stage to exhibit certain significant differences from all other stages along these four classes of variables; and that organizations tend to move in a linear progression through the five stages, proceeding sequentially from birth to decline. These contentions were tested by this study. A sample of 161 periods of history from 36 firms were classified into the five life cycle stages using a few attributes deemed central to each. Analyses of variance were performed on 54 variables of strategy, structure, environment and decision making style. The results seemed to support the prevalence of complementarities among variables within each stage and the predicted inter-stage differences. They did not, however, show that organizations went through the stages in the same sequence.

A Longitudinal Study of the Corporate Life Cycle

There have been few attempts to understand the strategy making process by examining the organizational and environmental context in which it occurs Rather than adopting the stance of contingency theorists who focus mainly on bivariate relationships, we decided to look for simultaneous associations among a fairly large number of variables It was hoped that these variables would configure into models or archetypes which describe a series of different, though very frequently occurring modes or organizational failure and success The methodology used to isolate archetypes is explained Ten archetypes are described Successful archetypes are: the adaptive firm under moderate challenge, the adaptive firm in a very challenging environment, the dominant firm, the giant under fire, the entrepreneurial conglomerate, and the innovator Failure archetypes include: the impulsive firm, the stagnant bureaucracy, the headless giant, and the aftermath

Archetypes of Strategy Formulation

This study investigated the relationships of Porter's business strategies to the structures and environments of undiversified firms. It was shown that strategies must be matched with complementary ...

Danny Miller

Papers

The Internet: An Ethnographic Approach

A Longitudinal Study of the Corporate Life Cycle

Archetypes of Strategy Formulation

Relating Porter's Business Strategies to Environment and Structure: Analysis and Performance Implications

Are family firms really superior performers