CUSTOMER POWER, STRATEGIC INVESTMENT, AND THE FAILURE OF LEADING FIRMS
- Clayton M. Christensen, J. L. Bower
- Business
- 1 March 1996
Why might firms be regarded as astutely managed at one point, yet subsequently lose their positions of industry leadership when faced with technological change? We present a model, grounded in a…
Not all M&As are alike--and that matters.
- J. L. Bower
- BusinessHarvard Business Review
- 1 March 2001
The author explores each type of M&A--its strategic intent and the integration challenges created by that intent, as well as drawing from the experiences of such companies as Cisco, Viacom, and BancOne to exemplify the different kinds of M &A.
Managing the resource allocation process: A study of corporate planning and investment
- J. L. Bower
- Economics, Business
- 1970
This is the definitive examination of strategic investment from the viewpoint of the people who run the company - the CEO and principal officers. It includes four case histories that follow specific…
Strategy making as iterated processes of resource allocation
- Tomo Noda, J. L. Bower
- Business
- 5 July 2007
It is useful to conceptualize strategy making in a large, complex firm as an iterated process of resource allocation, which reflects top managers' crude strategic intent in shaping strategic initiatives of business-unit managers.
Strategic Management: A New View of Business Policy and Planning
- J. L. Bower, Y. Doz
- Business
- 15 June 1979
From resource allocation to strategy
- J. L. Bower, C. Gilbert
- Business, Economics
- 1 October 2005
SECTION I: INTRODUCTION TO THE RESOURCE ALLOCATION PROCESS 1. Linking Resource Allocation to Strategy 2. Modeling the Resource Allocation Process 3. The Role of Strategy Making in Organizational…
How Managers' everyday decisions create or destroy your company's strategy.
- J. L. Bower, C. Gilbert
- BusinessHarvard Business Review
- 1 February 2007
This article approaches the problem from the ground up, recognizing that every time a manager allocates resources, that decision moves the company either into or out of alignment with its announced strategy.
The Entrepreneurial M-Form: Strategic Integration in Global Media Firms
- Thomas R. Eisenmann, J. L. Bower
- Business
- 15 May 2000
Many researchers believe that bounded rationality prevents CEOs in large, complex, multidivisional ("M-form") corporations from personally formulating division-level strategies. Instead, CEOs are…
Solve the succession crisis by growing inside-outside leaders.
- J. L. Bower
- BusinessHarvard Business Review
- 1 November 2007
In his analysis of 1800 successions, Harvard Business School professor Bower found that companies performed significantly better when they appointed insiders to the job of CEO. Other researchers,…
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