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Summary ALL Articles 2023 - Strategic Management (6012B0425Y)
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  • Course
  • (6012B0425Y)
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  • Universiteit Van Amsterdam (UvA)

A summary of all required articles for the course Strategic Management (6012B0425Y), part of the minor Business Administration: Managing Strategy and Marketing, at the University of Amsterdam

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Document information

  • December 12, 2023
  • 8
  • 2023/2024
  • Summary

Subjects

  • articles
  • articles notes
  • article notes
  • all articles
  • summary articles
  • summary all articles
  • strategic management
  • summary
  • sm
  • minor business administration
  • managing strategy and marketing

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  • Universiteit van Amsterdam (UvA)
  • Business Administration
  • (6012B0425Y)

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What is Strategy? - Porter (1996)............................................................................................. 2

Firm resources and sustained competitive advantage - Barney (1991)....................................4

The core competence of the corporation - Prahalad and Hamel (1990)...................................5

Upper echelons: the organisation as a reflection of its top managers - Hambrick and Mason

(1984)........................................................................................................................................6

The ambidextrous organisation - O’reilly and Tushman (2004)................................................ 7

, What is Strategy? - Porter (1996)

Operational effectiveness is not strategy
- Both essential to superior performance, but work in different ways
- Company can only outperform rivals if it can establish a preservable difference
- Must deliver greater value to customers or lower costs
- Greater value → higher prices
- Greater efficiency → lower prices
- Differentiation arises from choice of activities and how they are performed
- Operational effectiveness vs strategy
- Operational effectiveness: performing similar activities better than rivals →
important source of differences in profitability among competitors
- Strategic positioning: performing different activities or similar activities in
different ways compared to rivals
- OE constantly raises the bar of maximum deliverable value possible, is not sufficient
- Competitors can quickly imitate improved practices
- Imitating companies = companies become more alike
- Competition based only on operational effectiveness leads to mutual
destruction

Strategy rests on unique activities
- Competitive strategy = deliberately choosing a different set of activities to deliver a
unique mix of value
- Essence of strategy is choosing to perform different activities than rivals
- Types of strategic positions
1. Variety-based positioning → based on producing a subset of industry's
products or services
2. Needs-based positioning → serving most or all the needs of a particular group
- Groups with different needs → tailored set of activities
- Could also be one customer having different needs on different
occasions
3. Access-based positioning → segmenting customers who are accessible in
different ways
- Ex. Carmike Cinemas only operates in cities with populations under
200,000)
- What is strategy? → Strategy is the creation of a unique and valuable position,
involving a different set of activities

A sustainable strategic position requires trade-offs
- Strategic position is not sustainable unless there are trade-offs with other positions
- Trade-offs occur when activities are incompatible, more of one things means
less of another
- Create the need for choice and protect against repositioners and straddlers
- 3 reasons for trade-offs
1. Avoiding inconsistencies in image or reputation
2. Arise from activities themselves → different positions require different skills,
equipment, behaviour, etc

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