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Evolving Ideas about Business Strategy

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  • Ghemawat, Pankaj

Abstract

This paper updates an earlier article published in Business History Review that concluded that by the second half of the 1990s, there had been a profusion of new, purportedly practical ideas about strategy, many of which embodied some explicit dynamics. This update provides several indications of a drop-off since then in the rate of development of new ideas about strategy but also a continued focus, in the new ideas that are being developed, on dynamics. And since our stock of dynamic frameworks has, based on one enumeration, more than doubled in the last fifteen to twenty years, updating expands both the need and the empirical basis for some generalizations about the types of dynamic strategy frameworks—and strategy frameworks in general—that managers are likely to find helpful versus those that they are not.

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  • Ghemawat, Pankaj, 2016. "Evolving Ideas about Business Strategy," Business History Review, Cambridge University Press, vol. 90(4), pages 727-749, January.
    • Handle: RePEc:cup:buhirw:v:90:y:2016:i:04:p:727-749_00
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    Cited by:

    1. Michael J. Leiblein & Jeffrey J. Reuer & Todd Zenger, 2018. "What Makes a Decision Strategic?," Strategy Science, INFORMS, vol. 3(4), pages 558-573, December.
    2. Paul J. H. Schoemaker, 2023. "Exploring scenario planning through controlled experimentation: Commentary on Derbyshire et al. (2022)," Futures & Foresight Science, John Wiley & Sons, vol. 5(2), June.
    3. Thomas Fink & Pankaj Ghemawat & Martin Reeves, 2017. "Searching for Great Strategies," Strategy Science, INFORMS, vol. 2(4), pages 272-281, December.

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