Textbooks and (conceptual or empirical) articles about strategy tend to present typologies based on competitive positioning (e.g., Mintzberg, 1988; Porter, 1985) or corporate decisions such as diversification and verticalization (Barney, 2010). However, they rarely address the fact that the development of a sustainable competitive position (a competitive advantage) depends on not only formulating a plan, but also on paying careful attention to its execution and revision. This requires people's motivation and engagement, and involves dealing with cognitive or behavioral limitations, so as to turn an intentional strategy into a realized strategy (Mintzberg & Waters, 1985).
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