A Formal Theory of Strategy

Published Online:https://doi.org/10.1287/mnsc.2016.2468

References

  • Alonso R, Dessein W, Matouschek N (2008) When does coordination require centralization? Amer. Econom. Rev. 98(1):145–179.CrossrefGoogle Scholar
  • Andrews K (1971) The Concept of Corporate Strategy (Dow-Jones Irwin, Homewood, IL).Google Scholar
  • Bolton P, Brunnermeier MK, Veldkamp L (2013) Leadership, coordination, and corporate culture. Rev. Econom. Stud. 80(2):512–537.CrossrefGoogle Scholar
  • Bower JL (1970) Managing the Resource Allocation Process (Harvard Business School Press, Boston).Google Scholar
  • Bower JL, Bartlett CA, Uyterhoeven HE, Walton RE (1995) Business Policy: Managing Strategic Processes (Irwin/McGraw-Hill, Boston).Google Scholar
  • Brandenburger AM, Stuart HW (1996) Value-based business strategy. J. Econom. Management Strategy 5(1):5–24.CrossrefGoogle Scholar
  • Casadesus-Masanell R, Ricart JE (2010) From strategy to business models and onto tactics. Long Range Planning 43(2):195–215.CrossrefGoogle Scholar
  • Collis DJ, Rukstad MG (2008) Can you say what your strategy is? Harvard Bus. Rev. 86(4):82–90.Google Scholar
  • Dessein W, Santos T (2006) Adaptive organizations. J. Political Econom. 114(5):956–995.CrossrefGoogle Scholar
  • Dessein W, Galeotti A, Santos T (2016) Rational inattention and organizational focus. Amer. Econom. Rev. 106(6):1522–1536.CrossrefGoogle Scholar
  • Ferreira D, Rezende M (2007) Corporate strategy and information disclosure. RAND J. Econom. 38(1):164–184.CrossrefGoogle Scholar
  • Garicano L (2000) Hierarchies and the organization of knowledge in production. J. Political Econom. 108(5):874–904.CrossrefGoogle Scholar
  • Geanakoplos J, Milgrom PR (1991) A theory of hierarchies based on limited managerial attention. J. Japanese Internat. Econom. 5(3):205–225.CrossrefGoogle Scholar
  • Ghemawat P (1991) Commitment: The Dynamic of Strategy (Free Press, New York).Google Scholar
  • Ghemawat P, Caves RE (1986) Capital commitment and profitability: An empirical investigation. Oxford Econom. Papers 38(Suppl.):94–110.CrossrefGoogle Scholar
  • Ghemawat P, Levinthal DA (2008) Choice interactions and business strategy. Management Sci. 54(9):1638–1651.LinkGoogle Scholar
  • Hartigan JA (1983) Bayes Theory (Springer-Verlag, New York).CrossrefGoogle Scholar
  • Hermalin BE (1998) Toward an economic theory of leadership: Leading by example. Amer. Econom. Rev. 88(5):1188–1206.Google Scholar
  • Kiechel W III (2010) Seven chapters of strategic wisdom. Strategy+Bus. (58):Article 10109.Google Scholar
  • Levinthal DA (1997) Adaptation on rugged landscapes. Management Sci. 43(7):934–950.LinkGoogle Scholar
  • Milgrom P, Roberts J (1992) Economics, Organization and Management (Prentice-Hall, Upper Saddle River, NJ).Google Scholar
  • Mintzberg H (1987) The strategy concept I: Five Ps for strategy. Calif. Management Rev. 30(1):11–24.CrossrefGoogle Scholar
  • Mintzberg H, Waters JA (1985) Of strategies, deliberate and emergent. Strategic Management J. 6(3):257–272.CrossrefGoogle Scholar
  • Porter ME (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors (Free Press, New York).Google Scholar
  • Radner R, Van Zandt T (1992) Information processing in firms and returns to scale. Ann. d’Econom. Statist. 25/26:265–298.Google Scholar
  • Rivkin JW, Siggelkow N (2003) Balancing search and stability: Interdependencies among elements of organizational design. Management Sci. 49(3):290–311.LinkGoogle Scholar
  • Rotemberg JJ, Saloner G (1994) Benefits of narrow business strategies. Amer. Econom. Rev. 84(5):1330–1349.Google Scholar
  • Rotemberg JJ, Saloner G (1995) Overt interfunctional conflict (and its reduction through business strategy). RAND J. Econom. 26(4):630–653.CrossrefGoogle Scholar
  • Rotemberg JJ, Saloner G (2000) Visionaries, managers, and strategic direction. RAND J. Econom. 31(4):693–716.CrossrefGoogle Scholar
  • Saloner G, Shepard A, Podolny J (2001) Strategic Management (John Wiley & Sons, New York).Google Scholar
  • Van den Steen E (2001) Essays on the managerial implications of differing priors. Ph.D. dissertation, Stanford University, Stanford, CA.Google Scholar
  • Van den Steen E (2005) Organizational beliefs and managerial vision. J. Law, Econom., Organ. 21(1):256–283.CrossrefGoogle Scholar
  • Van den Steen E (2010a) Culture clash: The costs and benefits of homogeneity. Management Sci. 56(10):1718–1738.LinkGoogle Scholar
  • Van den Steen E (2010b) Disagreement and the allocation of control. J. Law, Econom., Organ. 26(2):385–426.CrossrefGoogle Scholar
  • Van den Steen E (2012) A theory of explicitly formulated strategy. HBS Working Paper 12-102, Harvard Business School, Boston. http://www.hbs.edu/faculty/Publication%20Files/12-102_08776424-0543-45aa-8d91-f2dfd5f4ca89.pdf.CrossrefGoogle Scholar
  • Van den Steen E (2013a) Akamai’s edge. HBS Case 9-712-455, Harvard Business School, Boston.Google Scholar
  • Van den Steen E (2013b) A formal theory of strategy. HBS Working Paper 14-058, Harvard Business School, Boston. http://www.hbs.edu/faculty/Publication%20Files/14-058_677dad30-ab5d-4ba2-8ae4-90c9edcd84ff.pdf.CrossrefGoogle Scholar
  • Van den Steen E (2014) Tesla Motors. HBS Case 9-714-483, Harvard Business School, Boston.Google Scholar
  • Van den Steen E (2015a) Strategy and strategic decisions. HBS Note 712-500, Harvard Business School, Boston.Google Scholar
  • Van den Steen E (2015b) Strategy and the strategist: How it matters who develops the strategy. Working paper, Harvard Business School, Boston.Google Scholar
  • Zemsky P (1994) The management of organizational capabilities: A microeconomic analysis. Ph.D. dissertation, Stanford University, Stanford, CA.Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.