This collection of selected papers provides a range of fundamental readings in strategic management. The collection covers basic and advanced topics and includes selections from both traditional masters in the field as well as writings by contemporary authors.

Part I contains the classical foundational texts (from scholars such as Herbert Simon, Alfred Chandler, and Alfred Sloan) which helped create the field.

Part II covers the key texts in the areas of industry analysis and competitive strategy (with contributions by Porter, Nalebuf, Ghemewhat, and others).

Part III highlights contributions to the resources-based view (including key articles from Richard Rumelt, Jay Barney, and others).

Part IV addresses dynamic capability theory (with contributors such as Sidney Winter, Richard Rumelt, David J. Teece, and others), covering areas such as organizational learning, entrepreneurship, and ...

Editor's Introduction

1. Introduction

The development of the field of strategic management cannot be fully understood without an appreciation of its origins and its interdisciplinary nature. Today, the field is well established and is taught by most (if not all) business schools around the world; it has its own journals and professional societies, and it is gaining some general acceptance from other disciplines. The main journal in the field (Strategic Management Journal) is highly ranked and has a high impact factor. But this was not always so. Much of this accomplishment is recent. Just a few decades ago, the field appeared to be moving in many different directions. There's still a tendency towards fragmentation; but such pluralism, we believe, is an important part of the scientific ...

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