Strategy as a field of study: Why search for a new paradigm?

By C. Prahalad, G. Hamel. 2007

815 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/27a0c79e26bf77516f735863b801e66b6f319b2c

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In Strategy and Management

Citations in the corpus

The linkage between corporate social performance and corporate financial performance (2010, background): “The KLD rating classifies eight CSP assessment indicators with special attention to the five that provide multi-aspect assessments of stakeholder-related relationships, which may produce major impact on corporate strategy (Prahalad and Hamel, 1994).”
The Relationship of CSR and Financial Performance: New Evidence from Indonesian Companies (2009, neutral): “A negative result was revealed by Wright and Ferris (1997). Subsequently, in the 2000s, there were some researchers who add the tension of the debate on the CSP-CFP link with different methodology in terms of sampling and measurement as well as the measurement matching. A positive result had been in”
Cognition and Capabilities: A Multi-Level Perspective (2013, background): “As summarized by Bettis and Prahalad (1995) in their ten year retrospective, dominant logic has been used to explain a large number of observed patterns of organizational change, including diversification and learning (Ginsberg, 1990) and adaptation and inertia (Prahalad & Hamel, 1994).”
Corporate social responsibility, firm value and financial performance in Brazil (2011, background): “…since corporations may have to be assessed not only via the traditional performance idicators but also by means of the way which they interact with a broad set of social demands (Aguilera et al., 2007, Prahalad and Hamel, 1994, Cochran, 2007, McWilliams et al., 2006, McWilliams and Siegel, 2001).”
Revisiting the Vexing Question: Does Superior Corporate Social Performance Lead to Improved Financial Performance? (2009, background): “recognises that good CSP enables a company to improve its stakeholder relations, thereby ensuring a firm’s future success ( Prahalad & Hamel 1994 ).”
Does it pay to be different? An analysis of the relationship between corporate social and financial performance (2008, background): “This may be because charitable donations improve consumer perceptions of firms and their products and, to the extent that enhanced consumer perceptions of corporate values confer competitive advantages (Prahalad and Hamel, 1994; McWilliams and Siegel, 2000), charitable donations may be viewed as an ”
Role of Social and Technological Challenges in Achieving a Sustainable Competitive Advantage and Sustainable Business Performance (2019, background): “As indicated by Prahalad and Hamel [46], “similar formidable” standards for item cost and quality combine to that of Western and Japanese organizations.”
With greater power comes greater responsibility? takeover protection and corporate attention to stakeholders (2009, background): “These dimensions have been selected because they reflect corporate attention to primary stakeholders that impact firms’ survival (Clarkson, 1995; Freeman, 1984) and exert considerable influence on corporate strategy (Prahalad and Hamel, 1994).”
Understanding novelty creation in exploration networks, structural and relational embeddedness jointly considered (2008, background): “It is in this heterogeneity that actors are able to combine and integrate complementary knowledge and capabilities (Porter, 1990; Hamel and Prahalad, 1994; Grabher, 1993; Hagedoorn, 1993; Hagedoorn and Schakenraad, 1994; Smith Ring and van de Ven, 1994; Grandori, 1997; Spekman et al., 1995; Uzzi, 19”