Strategic dissonance
Article Abstract:
Firms in high-technology industries frequently face the dangers and opportunities associated with strategic inflection points in their development trajectory. Strategic inflection points (SIPs) are caused by changes in fundamental industry dynamics, winning strategies, and dominant technologies. SIPs generate strategic dissonance in the organization because they are associated with divergences between the basis of competition and the firm's distinctive competence, and between top management's strategic intent and strategic action. Top management can take advantage of the information generated by strategic dissonance to develop new strategic intent and lead the organization through the turbulence and uncertainty associated with SIPs. This requires a capacity for strategic recognition on the part of top and senior management. Strategic recognition in turn is facilitated by an internal selection environment that allocates resources based on competitive reality and values dissent and debate. Strategic recognition is the foundation for exerting strategic leadership: encouraging debate and bringing debate to a conclusion that realigns the basis of competition and distinctive competence, and strategy and action. (Reprinted by permission of the publisher.)
Publication Name: California Management Review
Subject: Business, general
ISSN: 0008-1256
Year: 1996
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The future of Silicon Valley
Article Abstract:
Silicon Valley is a unique phenomenon, a success story that has spawned numerous imitations and much speculation. Andrew Grove, President of Intel, offers an insider's view of Silicon Valley - as a place, a business machine, and a social phenomenon. He draws parallels with Detroit and the experience of the U.S. automobile industry to explore how Silicon Valley came to be what it is today. He then offers some possible scenarios for the future of Silicon Valley and the electronics industry and outlines the challenges and threats to its continued existence at the forefront of America's international competitiveness. (Reprinted by permission of the publisher.)
Publication Name: California Management Review
Subject: Business, general
ISSN: 0008-1256
Year: 1987
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The future of the computer industry
Article Abstract:
The computer industry isn't maturing, it's molting. Standardization of hardware and software, increasing integration of systems and capabilities, and the Japanese 'technology tsunami' are combining to effect a tremendous transformation in the industry. Intel Corporation President and CEO Andrew S. Grove looks at what these trends mean for the computer industry of the 1990s. (Reprinted by permission of the publisher.)
Publication Name: California Management Review
Subject: Business, general
ISSN: 0008-1256
Year: 1990
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