"Barry and Hansen have gathered an impressive array of contributors to speculate where the management and organization field might be headed. The Handbook offers refreshing and proactive insights that confront our assumptions about organizations and challenge us to expand our thinking and inquiry. It it must reading for anyone who seeks to understand how we look at, live in, and act on organizations."—Thomas G. Cummings, Marshall School of Business, University of Southern CaliforniaTen years ago critical theory and postmodernism were considered new and emerging theories in Business and Management. What will be the next new important theories to shape the field? In one edited volume, David Barry and Hans Hansen have commissioned new chapters that will allow readers to stay one step ahead of the latest thinking. Contributors draw on research and practice to introduce ideas that are considered 'fringe' and controversial today, but may be key theoretical contributions tomorrow. Each chapter sets these ideas in their historical context, lays out the key theoretical positions taken by each new approach and makes it clear why these approaches are different to more mainstream concepts. Throughout contributors refer to existing studies that show how these developing themes will change the Business and Management arena.Researchers, teachers and advanced students who are interested in the future of Business and Management scholarship will want to read this Handbook.
Chapter 64: Entrepreneurship and Competition at the Intersection: Maintaining Strategic Resilience
Entrepreneurship and Competition at the Intersection: Maintaining Strategic Resilience
Profound and persistent changes have challenged companies to explore new arenas in which to compete. Some companies have pursued diversification at home and abroad as a means of changing their competitive landscape. Others have incubated new businesses to broaden their business portfolio. One strategy that has not received as much attention centers on revamping industry boundaries and competing at the intersection of two or more industries, an approach that can ensure organizational agility and resilience in the face of persistent change.
Three Essential Ingredients
Competing at the intersection of multiple industries has three essential ingredients. The first is creating new market arenas by converging two or more existing business fields. ...