Plotting Strategy in a Dynamic World - MIT Sloan

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1. For instance, see G. Albort-Morant, A.L. Leal-Rodríguez, V. Fernández-Rodríguez, et al., “Assessing the Origins, Evolution, and Prospects of the Literature on Dynamic Capabilities: A Bibliometric Analysis,” European Research on Management and Business Economics 24, no. 1 (January-April 2018): 42-52.

2. M. Reeves, K. Whitaker, and T. Deegan, “Fighting the Gravity of Average Performance,” MIT Sloan Management Review, Jan. 9, 2020, https://ift.tt/2thZHUv.

3. F. Becker, “Organizational Ecology and Knowledge Networks,” California Management Review 49, no. 2 (winter 2007): 42-61.

4. R. Ramírez, R. Österman, and D. Grönquist, “Scenarios and Early Warnings as Dynamic Capabilities to Frame Managerial Attention,” Technological Forecasting and Social Change 80, no. 4 (May 2013): 825-838; and A. Dong, M. Garbuio, and D. Lovallo, “Generative Sensing: A Design Perspective on the Microfoundations of Sensing Capabilities,” California Management Review 58, no. 4 (summer 2016): 97-117.

5. T. Griffith, “Reimagining Mobility: A CEO’s Guide,” McKinsey Quarterly, Feb. 25, 2019, www.mckinsey.com; see also “Progressive Insurance: Fast Experimentation and Low Risk With Hadoop,” Tableau, accessed May 28, 2020, www.tableau.com.

6. The Samsung case is compiled from various news articles and other sources. Significant sources include D. Rocks and M. Ihlwan, “Samsung Design,” BusinessWeek, Dec. 6, 2004, 88-96; Y. Yoo and K. Kim, “How Samsung Became a Design Powerhouse,” Harvard Business Review 93, no. 9 (September 2015): 73-78; and J. Song, K. Lee, and T. Khanna, “Dynamic Capabilities at Samsung: Optimizing Internal Co-opetition,” California Management Review 58, no. 4 (summer 2016): 118-140.

7. M.Y. Lee and A.C. Edmondson, “Self-Managing Organizations: Exploring the Limits of Less-Hierarchical Organizing,” Research in Organizational Behavior 37 (January 2017): 35-58.

8. E. Danneels and A. Vestal, “Normalizing vs. Analyzing: Drawing the Lessons From Failure to Enhance Firm Innovativeness,” Journal of Business Venturing 35, no. 1 (January 2020): 1-18.

9. C.J. Nemeth, “Managing Innovation: When Less Is More,” California Management Review 40, no. 1 (fall 1997): 59-74.

10. The key concept is the bottleneck asset — any input that is scarce and costly (or impossible) to replicate. See, for instance, D.J. Teece, “Profiting From Innovation in the Digital Economy: Enabling Technologies, Standards, and Licensing Models in the Wireless World,” Research Policy 47, no. 8 (October 2018): 1367-1387. A competitively supplied input may nonetheless be worth producing in-house if its evolution needs to be closely coordinated with that of other inputs. See J.M. de Figueiredo and D.J. Teece, “Mitigating Procurement Hazards in the Context of Innovation,” Industrial and Corporate Change 5, no. 2 (June 1996): 537-559.

11. For an analysis of the dimensions of corporate identity, and the tensions that can arise between them, see J.M.T. Balmer and S.A. Greyser, “Managing the Multiple Identities of the Corporation,” California Management Review 44, no. 3 (spring 2002): 72-86. For a literature review of the triggers of identity change, see R. Abratt and M. Mingione, “Corporate Identity, Strategy, and Change,” Journal of Brand Management 24, no. 2 (January 2017): 129-139.

12. W.C. Taylor, “The Leader of the Future,” Fast Company, June 1999, 130-138.

13. This involves the classic exercise of “double-loop learning that confronts the basic assumptions behind ideas or present views and that publicly tests hypotheses,” as described on p. 34 in C. Argyris, “Leadership, Learning, and Changing the Status Quo,” Organizational Dynamics 4, no. 3 (winter 1976): 29-43.

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