Strategy as Vector and the Inertia of Coevolutionary Lock-in.
To examine the consequences of a period of extraordinary success for the long-term adaptive capability of a firm's strategy-making process, this comparative longitudinal study of Andy Grove's tenure as Intel Corporation's chief executive officer (CEO) documents how he moved Intel's strategy-making p...
| Publicado en: | Administrative Science Quarterly Vol. 47; no. 2; pp. 325 - 358 |
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| Formato: | Artículo |
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Administrative Science Quarterly
June 2002
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=507769362&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 507769362 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00018392 ASQ jtl: Administrative Science Quarterly issn: 00018392 maglogo: N pubinfo: dt: June 2002 vid: 47 iid: 2 pid: 224 pub: Administrative Science Quarterly artinfo: ui: 507769362 10.2307/3094808 ppf: 325 ppct: 33 formats: fmt: – @attributes: type: T – @attributes: type: P size: 11.8MB tig: atl: Strategy as Vector and the Inertia of Coevolutionary Lock-in. aug: au: Burgelman, Robert A. su: Intel Corp. Organizational change Business planning Business success sug: subj: Intel Corp. Organizational change Business planning Business success ab: To examine the consequences of a period of extraordinary success for the long-term adaptive capability of a firm's strategy-making process, this comparative longitudinal study of Andy Grove's tenure as Intel Corporation's chief executive officer (CEO) documents how he moved Intel's strategy-making process from an internal-ecology model to the classical rational-actor model during 1987-1998. His creation of a highly successful strategy vector pursued through an extremely focused induced-strategy process led to coevolutionary lock-in with the personal computer market segment, in which Intel's strategy making became increasingly tied to its existing product market. Intracompany analysis of four new business development cases highlights the inertial consequences of coevolutionary lock-in. The paper examines implications of coevolutionary lock-in in terms of its effect on balancing induced and autonomous strategy processes and exploitation and exploration in organizational learning. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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