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Strategies for Change: Logical Incrementalism
TLDR
This article reviewed the book "Strategies for Change: Logical Incrementalism" by James Brian Quinn and found that it is a good book to read for any learner.Abstract:
The article reviews the book “Strategies for Change: Logical Incrementalism,” by James Brian Quinn.read more
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Strategic assets and organizational rent
TL;DR: In this article, the authors focus on the linkages between the industry analysis framework, the resource-based view of the firm, behavioral decision biases and organizational implementation issues, and connect the concept of Strategic Industry Factors at the market level with the notion of Strategic Assets at the firm level.
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Organizational Learning: The Contributing Processes and the Literatures
TL;DR: The literature on knowledge acquisition is voluminous and multi-faceted as mentioned in this paper, and so the knowledge acquisition construct is portrayed as consisting of five subconstructs or subprocesses: 1 drawing on knowledge available at the organization's birth, 2 learning from experience, 3 learning by observing other organizations, 4 grafting on to itself components that possess knowledge needed but not possessed by the organization, and 5 noticing or searching for information about the environment and performance.
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Core capabilities and core rigidities: a paradox in managing new product development
TL;DR: The nature of the core capabilities of a firm is examined, focusing in particular on their interaction with new product and process development projects, and two new concepts about core capabilities are explored here.
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Longitudinal Field Research on Change: Theory and Practice
TL;DR: In this paper, the author reveals the author's theory of method for conducting longitudinal field research on change and discusses a range of practical problems in carrying out time-series research in organisational settings.
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Making Fast Strategic Decisions In High-Velocity Environments
TL;DR: An inductive study of eight microcomputer firms found that fast decision makers use more, not less, information than do slow decision makers, and use a two-tiered advice process.