Academic Response Subsequent to Porter on Strategy

Academics also responded to this new approach to strategy in at least four
important ways.

First, scholars such as Anita McGahan extended Porter’s concepts
through extensive empirical research that broadly supported Porter’s concepts.


Second, a former student of Porter’s, Richard Rumelt, focused strategy
away from industry characteristics toward the characteristics of individual firms.
He found that the industry-level differences highlighted in the five forces model
were actually less predictive of firm profitability than were differences between
firms within a single industry.

Third, a related stream of scholarship called the resource-based view of the firm looked within firms to identify the sources of superior firm profitability, and it isolated ownership of certain key resources as the locus of competitive advantage, rather than the Porterian view of a firm’s position in its market and its value chain.

Finally, a fourth stream examined the role of economic complements to the firm’s own assets. Controlling key complementary assets afforded firms a comparative advantage, which facilitated entry into new industries.

Henry W. Chesbrough
Melissa M. Appleyard

Open Innovation and Strategy
CALIFORNIA MANAGEMENT REVIEW VOL. 50,NO. 1 FALL 2007

Branded innovations

Branded innovations can potentially help advance a business in three
distinctive ways.

▪ They can create or improve the offering, making it more differentiated
and more attractive. In this context, the innovation can be represented by
a branded or sub-branded product or by a branded feature, ingredient, or
service.

▪ They can create a new subcategory to change what customers are buying.
The branding challenge is to manage perceptions of the subcategory and
to influence which brands are relevant to it.

▪ They can affect perceptions of the organization or corporate brand with
respect to innovativeness in order to make it respected, to give it energy,
and/or to make its new product offerings more credible.

In each of these roles, the ability of the innovation to achieve its potential
impact will be enhanced if it is branded, assuming that the innovation merits
branding and that the brand strategy is well conceived and executed.

David Aaker
Innovation: Brand It or Lose It
CALIFORNIA MANAGEMENT REVIEW VOL. 50,NO. 1 FALL 2007 9

Andersson and Pearson's analysis of workplace incivility

Andersson and Pearson's analysis of workplace incivility is useful because it departs from the notion that workplace aggression consists of single acts, and shows how thoughtless utterances may indeed be the beginning of a violent confrontation. They acknowledge the difficulty with researching and developing measures of incivility,

They propose that a work environment characterized by uncivil behaviors can make workers miserable and lead to high turnover and lower productivity. They caution supervisors to scrutinize their own verbal and nonverbal behaviors in the presence of employees and urge human resource professionals to work with line managers to address issues in the workplace that might trigger rude behaviors and create an environment of hostility and interpersonal conflicts.

Can we all get along? The interpersonal challenge at work
Clive Muir.
The Academy of Management Executive.
Nov 2000. Vol. 14, Iss. 4;

Original paper

Andersson, L., & Pearson, C. 1999. "Tit for tat? The spiraling effect of incivility in the workplace." Academy of Management Review, 24: 452-471.

Teams HBR 2006

Teams

Lift Outs: How to Acquire a High-Functioning Team
Boris Groysberg and
Robin Abrahams
December
Reprint R0612J

Managing Multicultural Teams
Jeanne Brett, Kristin Behfar, and
Mary C. Kern
November
Reprint R0611D

When to Let Them Duke It Out
Tony Simons and
Randall S. Peterson
Forethought, June
Reprint F0606E

Strategy and Competition HBR 2006

Strategy and Competition

Can Science Be a Business? Lessons from Biotech
Gary P. Pisano
October
Reprint R0610H

Capturing the Ricochet Economy
Vijay Mahajan and
Yoram (Jerry) Wind
Forethought, November
Reprint F0611D

Competing on Analytics
Thomas H. Davenport
January
Reprint R0601H ♦ OnPoint 3005;
OnPoint collection "To Make the
Best Decisions, Demand the Best
Data" 3048

Curveball: Strategies to Fool the Competition
George Stalk, Jr.
September
Reprint R0609G ♦ OnPoint 1055;
OnPoint collection "Hardball
Strategies, 2nd Edition" 1050

Emerging Giants: Building World-Class Companies in Developing Countries
Tarun Khanna and
Krishna G. Palepu
October
Reprint R0610C ♦ OnPoint 1459;
OnPoint collection "Winning
in the World's Emerging
Markets" 1455

Growing by Cutting SKUs at Clorox
Remko Van Hoek and
Kevin Pegels
Forethought, April
Reprint F0604E

The HBR Interview: Growth as a Process
Jeffrey R. Immelt
Interviewed by Thomas A. Stewart
June
Reprint R0606C

The High Cost of Low Wages
Wayne F. Cascio
Forethought, December
Reprint F0612D

How to Implement a New Strategy Without Disrupting Your Organization
Robert S. Kaplan and
David P. Norton
March
Reprint R0603G

Inside the Mind of the Chinese Consumer
William McEwen, Xiaoguang
Fang, Chuanping Zhang, and
Richard Burkholder
March
Reprint R0603D ♦ OnPoint 3528;
OnPoint collection "China
Tomorrow: Prospects and Perils,
2nd Edition" 3552

Localization: The Revolution in Consumer Markets
Darrell K. Rigby and
Vijay Vishwanath
April
Reprint R0604E ♦ OnPoint 4109

Managing the Right Tension
Dominic Dodd and Ken Favaro
December
Reprint R0612C

Meeting the Challenge of Corporate Entrepreneurship
David A. Garvin and
Lynne C. Levesque
October
Reprint R0610G ♦ OnPoint 1462;
OnPoint collection "Building
Breakthrough Businesses in
Established Companies,
2nd Edition" 1456

Profiting from the Long Tail
Daniel G. Goldstein and
Dominique C. Goldstein
Forethought, June
Reprint F0606G

Stop Making Plans; Start Making Decisions
Michael C. Mankins and
Richard Steele
January
Reprint R0601F ♦ OnPoint 2971;
OnPoint collection "What Makes
a Decisive Leadership Team,
2nd Edition" 3056

Strategies for Two-Sided Markets
Thomas Eisenmann,
Geoffrey Parker, and
Marshall W. Van Alstyne
October
Reprint R0610F ♦ OnPoint 1463

Strategies to Fight Low-Cost Rivals
Nirmalya Kumar
December
Reprint R0612F ♦ OnPoint 1684

Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility
Michael E. Porter and
Mark R. Kramer
December
Reprint R0612D

The Top-Line Allure of Offshoring
Arie Y. Lewin and Carine Peeters
Forethought, March
Reprint F0603C

When Your Contract Manufacturer Becomes Your Competitor
Benito Arruñada and
Xosé H. Vázquez
September
Reprint R0609J

With Friends Like These: The Art of Managing Complementors
David B. Yoffie and Mary Kwak
September
Reprint R0609E ♦ OnPoint 1085;
OnPoint collection "Don't
Innovate Alone" 1049

Self-Management HBR 2006

Self-Management

HBR Case Study: Just Trying to Help
Julia Kirby
With commentary by Marcus
Buckingham, Joanne Bischmann,
Lars Kolind, and Tomas Blomquist
June
Reprint R0606A, Reprint Case
only R0606X, Reprint
Commentary only R0606Z

HBR Case Study: The Nice Guy
Russ Edelman and
Tim Hiltabiddle
With commentary by Eric Schmidt,
Stephen R. Covey, Don Manvel, and
Maggie Craddock
February
Reprint R0602A, Reprint Case
only R0602X, Reprint
Commentary only R0602Z

Let Me Give You Some Advice
Francesca Gino
Forethought, March
Reprint F0603E

Small Ponds Aren't for Everyone
Sigrid Caroline Schroder
Forethought, April
Reprint F0604H

Sales - HBR Articles - 2006

Sales

Better Sales Networks
Tuba Üstüner and David Godes
July–August
Reprint R0607H

Give Me That Old-Time Motivation
Walter A. Friedman
Forethought, July–August
Reprint F0607E

How Right Should the Customer Be?
Erin Anderson and
Vincent Onyemah
July–August
Reprint R0607D ♦ OnPoint 1001;
OnPoint collection "Supercharge
Your Sales Force" 1005

Leveraging the Psychology of the Salesperson
A conversation with psychologist and
anthropologist G. Clotaire Rapaille
Diane Coutu
July-August
Reprint R0607B

Love Your Customers
A conversation with Joe Girard
M. Ellen Peebles
Forethought, July-August
Reprint F0607F

Low-Pressure Selling
Edward C. Bursk
July-August
Originally published in 1947
Reprint R0607M

Major Sales: Who Really Does the Buying?
Thomas V. Bonoma
July–August
Originally published in 1982
R0607P ♦ OnPoint 1004

Making the Major Sale
Benson P. Shapiro and
Ronald S. Posner
July–August
Originally published in 1976
Reprint R0607L

Match Your Sales Force Structure to Your Business Life Cycle
Andris A. Zoltners, Prabhakant
Sinha, and Sally E. Lorimer
July–August
Reprint R0607F

The New Science of Sales Force Productivity
Dianne Ledingham, Mark Kovac,
and Heidi Locke Simon
September
Reprint R0609H

The Sales Learning Curve
Mark Leslie and
Charles A. Holloway
July-August
Reprint R0607J ♦ OnPoint 1003;
OnPoint collection "Get Your
Innovations to Market - and
Keep Them There" 1006

Sales Reps' Biggest Mistakes
Tom Atkinson and Ron Koprowski
Forethought, July–August
Reprint F0607C

Selling the Sales Force on Automation
Mark Cotteleer, Edward
Inderrieden, and Felissa Lee
Forethought, July-August
Reprint F0607B

Understanding What Your Sales Manager Is Up Against
Barry Trailer and Jim Dickie
July–August
Reprint R0607C

What Makes a Good Salesman
David Mayer and
Herbert M. Greenberg
July–August
Originally published in 1964
Reprint R0607N