This paper discusses the phenomenon of "built to become:" an open-ended ongoing process for which there is no grand ex ante plan possible and which unfolds through a series of transformations in the course of the strategic evolution of long-lived companies. It develops a "strategic leadership"...

Based on longitudinal research of Intel's strategic evolution and grounded theorizing efforts, I examine the strategic consequences of the substantive concept of coevolutionary lock-in in light of a model of organizational strategy-making that distinguishes between induced and autonomous...

In 2007 and 2008, the price of oil skyrocketed, hitting historic highs. The corresponding increase in gas price was felt sharply in the United States by ordinary people, industries, the military and the government. Citizens were spending more and more of their paychecks to fill their gas tanks,...

This comparative longitudinal study of Andy Grove's tenure as Intel Corporation's CEO (1987-1998) documents how he moved Intel's strategy-making process from an internal ecology model to the classical rational actor model. His creation of a highly successful strategy vector pursued through an...

Based on a combination of exploratory field research and executive experience, we propose that defining the "Minimum Winning Game" (WMG) is a difficult yet critical responsibility of top management to keep a high-technology venture focused and able to learn from its ongoing efforts in the face...

Based on comparative case studies of Apple Computer's strategic actions in the music and cellular telephony industries, we develop the concept of "cross-boundary disruptor" as a new type of entrepreneurial actor in inter-industry strategic dynamics. We document how the confluence of forces that...

Combining longitudinal field research and executive experience, we propose that corporate longevity depends on matching cycles of autonomous and induced strategy processes to different forms of strategic dynamics, and that the role of alert strategic leadership is to appropriately balance the...

This paper provides an overview of the key themes, conceptual frameworks and related tools that are used to examine cases and industry notes in the course "Strategy and Action in the Information Processing Industry" an applied industry analysis course that we have co-taught at the Stanford...

This paper proposes that strategy-making processes can be fruitfully integrated with evolutionary organization theory. An evolutionary research lens comprising three interrelated conceptual frameworks helps identify and analyze the role of strategy making in firm evolution at three levels of...

We present the "strategy diamond," which extends received strategic management theory by integrating the positional view and the resource-based view, the formulation and implementation of strategy, and the firm's internal selection environment into one relatively simple novel conceptual...