Commitment, Capabilities, and Strategy: A Personal Essay in Honor of Pankaj Ghemawat

Published Online:https://doi.org/10.1287/stsc.2022.0162

References

  • Christensen C (1997) The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Harvard Business Review Press, Boston).Google Scholar
  • Clark K, Fujimoto T (1990) Product Development Performance: Strategy, Organization, and Management in the World Auto Industry (Harvard Business School Press, Boston).Google Scholar
  • Fujimoto T (1999) Evolution of a Manufacturing System at Toyota (Oxford University Press, Oxford, UK).CrossrefGoogle Scholar
  • Ghemawat P (1991) Commitment: The Dynamics of Strategy (Free Press, New York).Google Scholar
  • Ghemawat P (2007) Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter (Harvard Business School Press, Boston).Google Scholar
  • Pisano G (2017) Towards a prescriptive theory of dynamic capabilities: Connecting strategic choice, learning, and competition. Indust. Corporate Change 26(5):747–762.CrossrefGoogle Scholar
  • Porter M (1996) What is strategy? Harvard Bus. Rev. 74(6):61–78Google Scholar
  • Prahalad CK, Hamel G (1990) The core competence of the corporation. Harvard Bus. Rev. 235–256.Google Scholar
  • Teece D, Pisano GP (1994) The dynamic capabilities of firms: An introduction. Indust. Corporate Change 3(3):537–556.CrossrefGoogle Scholar
  • Teece DJ, Pisano GP, Shuen A (1997) Dynamic capabilities and strategic management. Strategic Management J. 18(7):509–533.CrossrefGoogle Scholar
  • Winter S (2003) Understanding dynamic capabilities. Strategic Management J. 24(10):991–995.CrossrefGoogle 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.