When Firms Change Direction

Hardcover | January 11, 2001

byAnne Sigismund Huff, James Oran Huff, Barr, Pamela

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Firms within the same competitive environment (industry) respond in different ways to changing environmental (competitive) conditions. The authors of this book argue that the strategy field has not found answers to the questions that flow from this observation. They answer these questions byusing what they call a "cognitively anchored theory of strategic change."

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Firms within the same competitive environment (industry) respond in different ways to changing environmental (competitive) conditions. The authors of this book argue that the strategy field has not found answers to the questions that flow from this observation. They answer these questions byusing what they call a "cognitively anchore...

Anne Sigismund Huff and James Oran Huff are both at the University of Colorado, Boulder. Pamela Barr is at Georgia State University.

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Format:HardcoverPublished:January 11, 2001Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0195136438

ISBN - 13:9780195136432

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Table of Contents

1. Economic, Behavioral, and Cognitive Contributions to Strategy TheoryPart I. Multilevel Theoretic Accounts of Change and Stability2. Individual Cognition, Stress, and Inertia3. Group Effects That Make Second Order Change Less and More Likely4. A Formal Model of Strategic Transformation (with Howard Thomas)Part II. Empirical Studies of Change and Stability in the Pharmaceutical Industry5. The Pharmaceutical Industry 1970-1995 (by Kurt A. Heppard and Jim Blasick)6. Understanding Diversity in the Timing of Strategic Response7. Industry-Level Learning and the Social Construction of Recipes (by Gail E. James)8. Predicting the Magnitude and Direction of Strategic Change9. The Structuration of Industries (with Larry Stimpert)ReferencesIndex