The end of strategy?

摘要

Is the structural approach to business strategy still relevant in dynamic environments? As I show in Table 1 and in my previous discussion, this approach not only does well in evolutionary contexts but also accommodates moderate exogenous changes. Moreover, industries and epochs typified by dialectic change and endogenous escalating rivalry usually present firms widi grim prospects of sustained competitive advantage but still allow them to succeed through multiple temporary advantages. In these contexts, one can retain the original structural ideas of positioning and commitment but reinterpret them at the capability level.