When Firms Change Direction

by Anne Sigismund Huff, James Oran Huff, Pamela Barr

Overview

Firms within the same competitive environment (industry) respond in different ways to changing environmental (competitive) conditions. The authors of this book argue that the strategy field has not found answers to the questions that flow from this observation. They answer these questions by using what they call a "cognitively anchored theory of strategic change."

Product Details

ISBN-13:	9780195136432
Publisher:	Oxford University Press
Publication date:	01/11/2001
Edition description:	New Edition
Pages:	288
Product dimensions:	9.10(w) x 6.00(h) x 0.80(d)
Lexile:	1480L (what's this?)

About the Author

both at the University of Colorado, Boulder

Georgia State University

Table of Contents

1. Economic, Behavioral, and Cognitive Contributions to Strategy TheoryPart I. Multilevel Theoretic Accounts of Change and Stability2. Individual Cognition, Stress, and Inertia3. Group Effects That Make Second Order Change Less and More Likely4. A Formal Model of Strategic Transformation (with Howard Thomas)Part II. Empirical Studies of Change and Stability in the Pharmaceutical Industry5. The Pharmaceutical Industry 1970-1995 (by Kurt A. Heppard and Jim Blasick)6. Understanding Diversity in the Timing of Strategic Response7. Industry-Level Learning and the Social Construction of Recipes (by Gail E. James)8. Predicting the Magnitude and Direction of Strategic Change9. The Structuration of Industries (with Larry Stimpert)ReferencesIndex