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340 CHAPTER 9 • THE PRoCEss of oPERATions sTRATEgy –  foRmulATion And imPlEmEnTATion
                           MacLennon, A. (2010) Strategy Execution: Translating Strategy into Action in Complex Organisa-
                             tions. London: Routledge.
                           Mintzberg, H., Ahlstrand, B. and Lampel, J.B. (2008) Strategy Safari: The Complete Guide
                             Through the Wilds of Strategic Management. Harlow, UK: Financial Times/Prentice Hall.
                           Pearce, J.A. (2006) Formulation, Implementation and Control of Competitive Strategy. New York:
                             McGraw-Hill.
                           Verweire, K. (2014) Strategy Implementation. London: Routledge.


                            notes on the chapter

                             1  Based on an example from Slack, N. (2017) The Operations Advantage. London: Kogan Page.
                              Used by permission.
                             2  Williams, J. ((1992) ‘How sustainable is your competitive advantage?’, California Management
                              Review, 34 (3).
                             3  Ibid.
                             4  See James Gleick’s fascinating book, Faster (London: Little Brown, 1999) for an exploration of
                              the societal issues raised by the speed revolution.
                             5  Source: The Economist, (2006) ‘For whom the Dell tolls’, 13 May.
                             6  Wernerfelt, B. (1984) ‘A Resource-based Theory of the Firm’, Strategic Management Journal, 13,
                              pp. 111–125.
                             7  Lynch, R. (1997) Corporate Strategy. Harlow, UK: Financial Times-Prentice Hall.
                             8  Collis and Montgomery, op. cit.
                             9  Collis, D.J. and Montgomery, C.A. (1998) Corporate Strategy: Resources and scope of the firm.
                              Boston, MA: Irwin.
                           10  Prahalad, C.K. and Hamel, G. (1990) ‘The core competencies of the corporation’, Harvard Busi-
                              ness Review, May–June.
                           11  Leonard-Barton, D. (1992) ‘Core capabilities and core rigidities: a paradox in managing new
                              product development, Strategic Management Journal, 13, pp. 111–125.
                           12  Sources include: Birkinshaw, J. (2013) ‘Why corporate giants fail to change’, CNN Money,
                              8 May; Magazine, A. (2013) ‘Two Lessons Learned from Nokia’s Downfall’, Techwell.com,
                              24 October; Hessman, T. (2013) ‘The Road to Failure: Nokia, Blackberry and … Apple’, Industry
                              Week,6 September.
                           13  Merali, Y. and McGee, J. (1998) ‘Information competences and knowledge creation at the
                              corporate centre’, in Hamel, G., Prahalad, C.K., Thomas, H. and O’Neal, D. (1998) Strategic
                              Flexibility. New York: Wiley. Here we use somewhat different terminology.
                           14  Sources : Lewis, A. (2005) ‘Renault’s Romanian route: Renault’s Dacia plant gears up to build a
                              quality, $5,000 car for Eastern Europe’, Automotive Industries, February; Richardson, B. (2006)
                              ‘Renault tunes up Romania’s top carmaker’, BBC News website.
                           15  Coch, L. and French, J.P.R. Jr. (1948) ‘Overcoming resistance to change’, Human Relations, 1,
                              pp. 512–532.

























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