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From Resource Allocation to Strategy
Joseph L. Bower and Clark G. Gilbert
504 pages
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Numerous figures
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234x156mm
978-0-19-927745-2
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Paperback
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06 September 2007
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- Joseph L. Bower and Clark G. Gilbert collect together leading US strategy researchers to review theory and research in resource allocation
- Demonstrates how the resouce allocation decisions of a firm collectively create its strategy
- Draws upon exetensive field work and empirical analysis
Is strategy a coherent plan conceived at the top by a visionary leader, or is it formed by a series of individual commitments, not always reflecting what top management has in mind? If it is a series of commitments, how can they be managed? To answer these questions, Joseph L. Bower and Clark G. Gilbert present research that examines how strategy is actually made by company managers across several levels of an organization. The research penetrates the "black box" of strategy formulation and shows that a company's realized strategy emerges less from the formal statements of corporate strategy, but often out of the pattern of resource commitments that originate across every level of the firm.
Drawing on over thirty yeas of
research on resource allocation, including studies from Harvard Business School, Stanford, London Business School, and INSEAD, the book's five sections detail the structural characteristics of the resource allocation process, how the process can lead to breakdowns in strategic outcomes, and where top management can intervene to shape desired results. And while the organizing authors connect over three decades of research on resource allocation, they have also included assessments of this work by thought leaders in the fields of economics, competitive strategy, organizational behavior, and strategic management.
The processes described represent the complex reality of strategy formulation in large organizations, but the ideas are presented in a way that enables the
reader to access and understand the implications of these complexities. The findings should inform the research of economists, strategists, and behavioural scientists. Thoughtful executives and those who consult with them will also find the book provocative and instructive.Readership: Academics, researchers, and advanced students of Strategy, Management, and Resource Allocation; Managers and Management Consultants
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Joseph L. Bower, Professor of General Management, Harvard Business School, and Clark G. Gilbert, Assistant Professor of Entrepreneurial Management, Harvard Business School Contributors:
Joseph L. Bower, Harvard Business School, Harvard University
Clark G. Gilbert, Harvard Business School, Harvard University
Yves Doz, INSEAD
Robert Burgelman, Graduate School of Business, Stanford University
Clayton M. Christensen, Harvard Business School, Harvard University
Donald N. Sull, London Business School
Walter Kuemmerle, Harvard Business School, Harvard University
Tomo Noda, INSEAD
Thomas R. Eisenmann, Harvard Business School, Harvard University
Michael E. Raynor, Deloitte Consulting
John Roberts, Graduate School of Business, Stanford University
Daniel A. Levinthal, Wharton School of Business, University of Pennsylvania
Margaret A. Peteraf, Tuck School of Business, Dartmouth
Joel Podolny, Harvard Business School, Harvard University
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"Best Management Book, 2006" - Strategy + Business
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Section I: Introduction to the Resource Allocation Process
1: Joseph L. Bower, Yves Doz, and Clark G. Gilbert: Linking Resource Allocation to Strategy
2: Joseph L. Bower: Modeling the Resource Allocation Process
3: Robert A. Burgelman: The Role of Strategy Making in Organizational Evolution
4: Clark G. Gilbert and Clayton M. Christensen: Anomaly-Seeking Research: Thirty Years of Theory Development
Section II: When the Bottom-up Process Fails
5: Donald N. Sull: When the Bottom-up Resource Allocation Process Fails
6: Clayton M. Christensen and Joseph L. Bower: Customer Power, Strategic Investment, and the Failure of Leading Firms
7: Donald N. Sull: No Exit: The Failure of Bottom-up Strategic Processes and the Role of Top-down Disinvestment
8: Walter Kuemmerle: The Process of International Expansion: Comparing Established Firms and Entrepreneurial Start-ups
Section III: Restoring the Bottom-up Process
9: Clark G. Gilbert: Restoring the Bottom-up Process of Resource Allocation
10: Tomo Noda and Joseph L. Bower: Strategy Making as an Iterated Process of Resource Allocation
11: Clark G. Gilbert: Resource vs. Routine Rigidity: Toward an Interpretive Model of Response to Discontinuous Change
Section IV: The Need for Top-down Intervention
12: Thomas R. Eisenmann: Corporate Intervention in Resource Allocation
13: Thomas R. Eisenmann: The Entrepreneurial M-Form: A Case Study of Strategic Integration in a Global Media Company
14: Michael E. Raynor: Strategic Flexibility: The Value of Corporate-level Real Options as a Response to Uncertainty in the Pursuit of Strategic Integration
15: Yves Doz: Resource Allocation Process in Multidimensional Organizations: MNCs and Alliances
Section V: Outside Commentaries on the RAP Perspective
16: John Roberts: Resource Allocation, Strategy, and Organization: An Economist's Thoughts
17: Daniel A Levinthal: Comments on the Resource Allocation Process
18: Margaret Peteraf: Research Complementarities: A Resource-Based View of the Resource Allocation Process Model (and Visa Versa)
19: Joel Podolny: CEO as Change Agent?
Section VI: Conclusion
20: Joseph L. Bower and Clark G. Gilbert: A Revised Model of the Resource Allocation Process
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The specification in this catalogue, including without limitation price, format, extent, number of illustrations, and month of publication, was as accurate as possible at the time the catalogue was compiled. Occasionally, due to the nature of some contractual restrictions, we are unable to ship a specific product to a particular territory. Jacket images are provisional and liable to change before publication.
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