Winning Strategies in a Deconstructing WorldISBN: 978-0-471-49687-8
Hardcover
400 pages
December 2000
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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.
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.