The Blinders of Dominant Logic

By C. Prahalad. 2004

347 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/6c3ba7095a300398e170462ba4c8d04a8d5f938b

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In Strategy and Management

Citations in the corpus

Enabling Continuous and Discontinuous Innovation: Learning From the Private Sector (2005, neutral): “Implementation Build flexible project development organizations—emphasise probe and learn rather than predictive project planning Work actively with users on co-evolution of innovation (Von Hippel, 1988; Prahalad, 2004) Build parallel resource networks (Leifer et al.”
Dominant Logic and Entrepreneurial Firms‘ Performance in a Transition Economy (2010, background): “Therefore, it can either help them to expand their horizons and see more opportunities and resources or limit their options and work as blinders (Prahalad, 2004).”
Surprises in Management and Organization: Concept, Sources and A Typology* (2006, neutral): “Prahalad, C. K. (2004). ‘The Blinders of Dominant Logic’,”
A Cognitive Perspective on the Business Case for Corporate Sustainability (2015, neutral): “In his later work Prahalad similarly warned against the dangers of dominant logics becoming ’blinders’ (Prahalad, 2004, p. 171).”
Markets as configurations (2011, background): “Inertia has been found to have cultural (Fligstein, 2001), industry recipe (Spender, 1989), cognitive (Levinthal and March, 1993; Prahalad, 2004; Sinkula, 2002; Weick, 1995), and industry clockspeed (Fines, 1998) connotations.”
Learning with the market: Facilitating market innovation (2015, background): “Inertia has been found to have cultural (Fligstein, 2001), industry recipe (Spender, 1989), cognitive (Levinthal & March, 1993; Prahalad, 2004; Sinkula, 2002; Weick, 1995), and industry clockspeed (Fines, 1998) connotations.”
A new perspective on market dynamics (2014, neutral): “Various authors have researched how mental models become ‘‘dominant logics’’ (Prahalad, 2004; Prahalad and Bettis, 1986) or ‘‘industry recipes’’ (Spender, 1989) that cause ‘‘active inertia’’ (Sull, 1999) for firms and markets alike.”
Linking Service-Dominant Logic and Strategic Business Practice (2012, background): “…to move away from mass and segment-based marketing toward individuals (e.g., Ramani and Kumar 2008; Sheth, Sisodia, and Sharma 2000; Tuli, Kohli, and Bharadwaj 2007; Womack and Jones 2005b) and an ‘‘experience of one’’ (Prahalad 2004, p. 175) has been highlighted with respect to business practice.”
An Investigation of Entrepreneurial Orientation, Perceived Environmental Hostility, and Strategy Application among Chinese SMEs (2012, background): “These perceptions, in turn, determine managers’ choice of strategies they believe appropriate to cope with the environment (Bettis and Prahalad 1995; Bourgeois 1985; Downey, Hellriegel, and Slocum 1977; Prahalad 2004; Prahalad and Bettis 1986; Snow 1976).”
Exploring the Contributions of Involving Ordinary Users in Ideation of Technology‐Based Services* (2009, background): “Furthermore, experts tend to develop a ‘dominant logic’ that primes their thinking to apply old solutions to new problems (Prahalad, 2004; Prahalad and Bettis, 1986).”
Business Model Dynamics and Innovation: (Re)establishing the Missing Linkages (2011, background): “Managers tend to avoid radical change and leave their “comfort zone”, since such changes would require them to question their mental models (Markides, 1997) and the “dominant logic” (Prahalad, 2004) established and matured in previous procedures and principles.”