Are you sure you have a strategy

By Donald C. Hambrick, J. Fredrickson. 2001

503 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/dfcc2106149ae28918506f48c94d03a07dcfe1d8

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In Strategy and Management

Citations in the corpus

Patterns of strategies in Swiss higher education institutions (2011, background): “Strategies content can be analyzed following different dimensions (see the distinction between arenas, vehicles and differentiators in Hambrick and Friedrickson 2001): portfolio of activities—the choice of educational domains, the type of programs, the focus of research—the relationships with other…”
A decision support system for supplier selection based on a strategy-aligned fuzzy SMART approach (2008, background): “Firms achieve missions in three conceptual ways: (1) cost leadership, (2) differentiation and (3) quick response (Hambrick & Fredrickson, 2001; Porter, 1980).”
Best-fit Alliance Partners: The Use of Critical Success Factors in a Comprehensive Partner Selection Process (2012, background): “…dilution that went away with the new strategy, but also this type of strategic alliance sequencing—which strategic management experts maintain is an integral component in any complete strategy—was also never considered in AES’ initial foreign market-entry analysis (Hambrick and Frederickson, 2001).”
Information Systems Strategy: Reconceptualization, Measurement, and Implications (2010, methodology): “2006), and other tools that aid in the analysis, development, and execution of strategy (Hambrick and Fredrickson 2001).”
Real options theory in strategic management (2017, background): “The commitment-flexibility trade-off reflects the importance of “staging” choices as one of the core elements of strategy (Hambrick and Fredrickson, 2001) as well as the classic advantages of a first mover such as preemption.”
Managerial cognition, action and the business model of the firm (2005, background): “In essence, strategy does not concentrate on any particular aspect but on the totality constituted by the components of the business model (cf. Hambrick and Fredrickson, 2001).”
Corporate Reputations: Built in or Bolted on? (2012, methodology): “For the sake of exposition, we draw on the frameworks of Hambrick and Fredrickson, of Markides, and of Magretta to illustrate how reputation emerges from the strategic choices of the organization.(19) These frameworks suggest”