Winning Strategies in a Deconstructing World

The end of the nineteenth century saw the construction of the vertically integrated value chains that came to define modern business. The end of the twentieth century witnessed their deconstruction. In industries across the economy, markets are intruding on the web of proprietary arrangements that have held these chains together. As they do, the boundaries defining business, companies and industries are coming under attack – radically transforming the nature of competition. Powerful forces, such as globalization and deregulation, are undermining the logic and practice of traditional vertical integration, but the most powerful – partly because it acts as catalyst and an accelerator – is a revolution in the economics of information. This shift in information economics is giving birth to a myriad of new strategic options
The consequences of deconstruction for the strategic management of the firm – as well as for the firm itself – are dramatic. Deconstruction forces a fundamental rethinking of some of the basic principles of strategy which will impact on the concepts of the portfolio, forms of organizational structure, styles of leadership, mechanisms for acquiring and managing knowledge and approaches to uncertainty and risk.
This, the latest volume in the Strategic Management Series, explores the implications of the value chain deconstruction for strategy, the changes in strategic thinking and the action necessary to cope with the challenges and opportunities. Bringing together contributions from key figures in the field of strategy in both practice and academia, this book, as with other books in the series, addresses the ideas and issues at the forefront of strategic management theory and practice.

Spis treści:
Contributors.
Series Preface.
The Deconstruction of Integrated Value Chains: Practical and Conceptual Challenges (R. Besser, et al).
ANTECEDENTS AND OUTCOMES OF VALUE CHAIN DECONSTRUCTION.
Product and Process Technological Change and the Adoption of Modular Organizational Forms (M. Schilling C. Vasco).
Managing the Unmanageable –
Strategic Balancing in Industries Characterized by Encompassing Change (M. Bengtsson C. Holmquist).
Hidden in Plain Sight: Hybrid Diversification, Economic Performance, and "Real Options" in Corporate Strategy (M. Raynor).
The Virtual Reconstruction of Value Chains: Complementary Process Innovation in the Biopharmaceutical Industry (F. Rothaermel).
Development Webs: A New Paradigm for Product Development (N. Staudenmayer, et al).
Playing to Win: The Role of Competitive Disruption and Aggressiveness (W. Ferrier).
Dealing with Deconstruction (S. Ehrensberger, et al).
Strategies for Unstructured Competitive Environments: Using Scarce Resources to Create New Markets (J. Robins M. Wiersema).
KNOWLEDGE AND COMPETITIVE ADVANTAGE.
Knowledge Characteristics and Competitive Advantage: An Empirical Investigation (S. McEvily B. Chakravarthy).
Deconstructing a Knowledge–Based Advantage: Rent Generation, Rent Appropriation, and "Performance" in Investment Banking (A. Chacar R. Coff).
Competitive Advantage from Knoweldge Spillovers: Implications of the Network Economy (B. McGrath G. McGrath).
Young Firm Growth: An Analysis of Strategy and Context (S. Thornhill R. Amit).
Index.

Okładka tylna:
The end of the nineteenth century saw the construction of the vertically integrated value chains that came to define modern business. The end of the twentieth century witnessed their deconstruction. In industries across the economy, markets are intruding on the web of proprietary arrangements that have held these chains together. As they do, the boundaries defining business, companies and industries are coming under attack – radically transforming the nature of competition. Powerful forces, such as globalization and deregulation, are undermining the logic and practice of traditional vertical integration, but the most powerful – partly because it acts as catalyst and an accelerator – is a revolution in the economics of information. This shift in information economics is giving birth to a myriad of new strategic options
The consequences of deconstruction for the strategic management of the firm – as well as for the firm itself – are dramatic. Deconstruction forces a fundamental rethinking of some of the basic principles of strategy which will impact on the concepts of the portfolio, forms of organizational structure, styles of leadership, mechanisms for acquiring and managing knowledge and approaches to uncertainty and risk.
This, the latest volume in the Strategic Management Series, explores the implications of the value chain deconstruction for strategy, the changes in strategic thinking and the action necessary to cope with the challenges and opportunities. Bringing together contributions from key figures in the field of strategy in both practice and academia, this book, as with other books in the series, addresses the ideas and issues at the forefront of strategic management theory and practice.