[6]. For a review of these points, see the introduction to Dutton, J., Walton, E. and Abrahamson, E., “Important dimensions of strategic issues: separating the wheat from thechaff,” Journal of Management Studies, 26(4), 380-95, 1989.
[7]. See Tversky, A. and Kahncmann, D., “Judgements under uncertainty: heuristics and biases,” Science, 185, 1124-31, 1975.
[8]. Finkclstein, S., “Why smart executives fail: four case histories of how people learn the wrong lessons from history,” Business History, 48(2), 153-70, 2006.
[9]. See Jarzabkowski, P., Giulietti, M. and Oliveira, B., Building a Strategy Toolkit: Lessons from Business, AIM Executive Briefing, 2009.
[10]. This quote by André Malroux and the story of the BMW museum were provided by Mary Rose.
[11]. Holbrook, D., Cohen, W., Hounshell, D. and Klepper, S., “The nature, sources and consequences of firm differences in the early history of the semiconductor industry,” Strategic Management Journal, 21(10-11), 1017-42, 2000.
[12]. 出自与企业历史研究专家Mary Rose的私人信函。他认为:“这与Schumpeter及其‘边界跨越’(boundary crossing)概念有关。边界跨越可能发生在不同部门之间,不同技术之间,或者是用新知识了解旧技术的发展和应用。”
[13]. Klepper,S. and Simons,K.L.,“Dominance by birthright: entry of prior radio producers and competitive ramifications in the US television receiver industry,” Strategic Management Journal, 21(10-11), 987-1016, 2000.
[14]. For a summary paper on dynamic capabilities, see Wang, C.L. and Ahmed, P.K., “Dynamic capabilities: a review and research agenda,” International Journal of Management Reviews, 9(1), 31-52, 2007.
[15]. See D’Aveni, R., Hypercompetition: Managing the Dynamics of Strategic Maneuvering, NewYork: Free Press, 1995.
[16]. See, for example, Coopey, J., “The learning organization, power, politics and ideology," Management Learning, 26(2), 193-213, 1995.
[17]. The concept of the organization as a set of social networks is discussed by, for example, Granovetter, M.S., “The strength of weak ties, ”American Journal of Sociology, 78(6), 1360-80,1973, and Carroll, G.R. and Teo, A.C., “On the social networks of managers," Academy of Management Journal, 39(2), 421-40,1996.
[18]. J.B. Quinn's research involved the examination of strategic change in companies and was published in Strategies for Change, Irwin, 1980. See also Quinn, J.B., “Strategic change: logical incrementalism,” in Mintzberg, H.,Quinn, J.B. and Ghoshal, S. (eds), The Strategy Process (European edition), Prentice Hall, 1995.
[19]. See Hamel, G. and Valikangas, L., “The quest for resilience," Harvard Business Review, September, 52-63, 2003.
[20]. For fuller explanations of the distinction between charismatic and instrumental and transactional leadership, see Kets de Vries, M.F.R., “The leadership mystique," Academy of Management Executive, 8(3), 73-89, 1994.
[21]. For this evidence, see Waldman, D.A., Ramirez, G.G., House, R.J. and Puranam, P., “Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty," Academy of Management Journal, 44(1), 134-43, 2001.
[22]. For example, see Kotter, J.P,, A Force for Change: How Leadership Differs from Management, New York: Free Press, 1990, or Tedlow, R.S., Giants of Enterprise: Seven Business Innovators and their Empires, New York: Harper Business, 2001.
[23]. See Collins, J. and Porras, J., Built to Last: Successful Habits of Visionary Companies, New York: Harper Business, 2002.
[24]. The discussion on different approaches of strategic leaders and evidence for the effectiveness of the adoption of different approaches can be found in Goleman, D., "Leadershipthat gets results, Harvard Business Review, 78(2), 78-90, 2000, and Farkas, C.M. and Wetlaufer, S., "The ways chief executive officers lead, " Harvard Business Review, 74(3), 110-12, 1996.
[25]. See Collins, J. and Porras, J., Note 22.
[26]. For a summary of such research, see Kellermanns, F.W., Walter, J., Lechner, C. and Floyd, S.W., “The lack of consensus about strategic consensus: advancing theory and research," Journal of Management, 31(5), 719-37, 2005.
[27]. Amason, A., “Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: resolving a paradox for top management teams, Academy of Management Journal, 39(1), 123-48, 1996.
[28]. Personal correspondence with Steve Floyd.
[29]. Burgelman, R. and Grove, A., Strategic dissonance,” California Management Review, 38(2), 8-28, 1996.
[30]. Beckman, C.M., "The influence of founding team company affiliations on firm behavior," Academy of Management Journal, 49(4), 741-58, 2006.
[31]. de Geus, A., The Living Company, Cambridge, MA: Harvard Business School Press, 2002.
[32]. Tushman, M.L., and O'Reilly, C.A., “Ambidextrous organizations: managing evolutionary and revolutionary change," California Management Review, 38(4), 8-30, 1996.
[33]. Duncan, R., “The ambidextrous organization: designing dual structures for innovation," in Killman, R.H., Pondy, L.R., and Slcven, D. (eds), The Management of Organization, 1, pp. 167-88, New York: North Holland, 1976.
[34]. Brown, S.L. and Eisenhardt, K.M., “The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations," Administrative Science Quarterly, 42(1),1-34, 1997.
[35]. See Brown and Eiscnhardt, Note 34.
[36]. See McKelvey, B., “Simple rules for improving corporate IQ: basic lessons from complexity science," in Andriani, P. and Passiante, G. (eds), Complexity, Theory and the Management of Networks, Imperial College Press, 2004.
[37]. Sec Brown and Eiscnhardt, Note 34.
[38]. See McKclvey, Note 36.
[39]. See Eiscnhardt, K.M. and Sull, D.N., “Strategy as simple rules, M Harvard Business Review, Januaiy, 106-16,2001.
[40]. For a summary of our study and findings, see Johnson, G., Yip, G. and Hensmans, M., “Achieving successful strategic transformation,” MIT Sloan Management Review, 53(3),25-32,2012.