Porter's contribution to more general and dynamic strategy frameworks

Introduction. Understanding why firms are successful is a very basic question in strategy both from a practitioner and a research perspective. In the strategy and management literature, however, we are confronted with different analytical frameworks, applicable at different levels of analysis such as the industry and the national level, providing different answers! Needless to say there is a clear necessity to create more integrative strategy frameworks. This concluding chapter is devoted to this topic by briefly describing Porter's contribution to a more integrated and dynamic strategy framework

Orientatie op aandeelhouderswaarde veelal slecht voor de de financiele prestaties van Nederlandse bedrijven

De afgelopen decennia zijn steeds meer beursgenoteerde ­bedrijven in Nederland zich gaan richten op het creëren van aandeelhouders­waarde. Dit heeft in de regel een negatieve invloed op hun ­financiële prestaties gehad

Experience maketh the mind? Top management teams’ experiential background and cognitive search for adaptive solutions

The adaptive strategies of firms depend on executives’ forward-looking cognitive search. We examine how cognitive search is affected by the formative experiences of the executives making up a firm’s top management team (TMT). Drawing on research on adaptive search, cognition, and the upper echelons, we examine the extent to which educational level, diversity of functional expertise, and the length of industry tenure of TMT members will be associated with whether cognitive search centers more on proximal or on distal solutions. Analysis of 10 years of panel-data from US companies shows that whereas a TMT’s educational level does not seem to affect cognitive search, diversity of functional expertise does so, as predicted, and industry tenure does so in a manner we had not fully anticipated. Additional analysis also shows that whether cognitive search is proximal or distal is associated with whether firms enter into related or unrelated new product-markets. The article discusses the implications of these findings