Static Models of Strategy and Performance
The static assessment of strategy and performance, and its tools and frameworks dominate research, textbooks and practice in the field. They stem from a presumption dating back to before the 1980s that market and industry conditions determine how firms in a sector perform on average, and the scope for any firm to do better or worse than that average. E.g. the airline industry is notoriously unprofitable, but some firms are spectacularly profitable exceptions.
The ‘industry forces’ paradigm was established most firmly by Michael Porter, (1980) in his seminal book ‘Competitive Strategy’, the ideas of which still form the basis of strategy analysis in many consulting firms and investment companies. Richard Rumelt (1991) was amongst the first to challenge this presumption of the power of ‘industry forces’, and it has since become well-understood that business factors are more important drivers of performance than are industry factors – in essence, this means you can do well in difficult industries, and struggle in industries where others do well. Although the relative importance of industry factors and firm-specific factors continues to be researched, the debate is now essentially over – management of strategy matters.
The increasing interest in how some businesses in an industry perform better than others led to the emergence of the ‘resource based view’ (RBV) of strategy (Wernerfelt, 1984; Barney, 1991; Grant, 1991), which seeks to discover the firm-specific sources of superior performance – an interest that has increasingly come to dominate research.
Read more about this topic: Strategy Dynamics
Famous quotes containing the words models, strategy and/or performance:
“French rhetorical models are too narrow for the English tradition. Most pernicious of French imports is the notion that there is no person behind a text. Is there anything more affected, aggressive, and relentlessly concrete than a Parisan intellectual behind his/her turgid text? The Parisian is a provincial when he pretends to speak for the universe.”
—Camille Paglia (b. 1947)
“Do you think that mere words are strategy and power for war?”
—Bible: Hebrew, 2 Kings 18:20.
“When a book, any sort of book, reaches a certain intensity of artistic performance it becomes literature. That intensity may be a matter of style, situation, character, emotional tone, or idea, or half a dozen other things. It may also be a perfection of control over the movement of a story similar to the control a great pitcher has over the ball.”
—Raymond Chandler (1888–1959)