When Firms Change Direction

Firms within the same competitive environment (industry) respond in different ways to changing environmental (competitive) conditions. The authors of this book argue that the strategy field has not found answers to the questions that flow from this observation. They answer these questions by using what they call a "cognitively anchored theory of strategic change."

Anne Sigismund Huff is past president of the Academy of Management and a professor of strategic management at the University of Colorado, Boulder, and the Cranfield School of Management in England.

Economic, Behavioral, and Cognitive Contributions to Strategy Theory

3

(38)

The Search for Strategy Theory

3

(2)

Economic Theories of the Firm

5

(2)

Behavioral Theories of the Firm

7

(7)

Contributions from a Cognitive Perspective

14

(17)

Introduction to a Cognitively Anchored Theory of Strategic Change

31

(5)

Conclusion

36

(5)

Part I. Multilevel Theoretic Accounts of Change and Stability

Individual Cognition, Stress, and Inertia

41

(19)

Schema

42

(4)

The Inertial Character of Schema

46

(2)

Stressful Challenges to Schema

48

(3)

Coping Mechanisms and Schema Change

51

(1)

Schema and Management Theory

52

(2)

Beyond Schema Theory

54

(4)

Conclusion

58

(2)

Group Effects That Make Second Order Change Less and More Likely

60

(20)

The Need for a Bridge between Individual and Aggregate Levels of Analysis

61

(2)

First and Second Order Change

63

(12)

Implications for Leaders

75

(3)

Conclusion

78

(2)

A Formal Model of Strategic Transformation (with Howard Thomas)

80

(29)

Key Considerations for Firm-Level Analysis

80

(6)

A Four-State Model of Second Order Strategic Change

86

(11)

A Simulated History of Strategic Change

97

(8)

Conclusion

105

(4)

Part II. Empirical Studies of Change and Stability in the Pharmaceutical Industry

The Pharmaceutical Industry 1970-1995

109

(14)

Kurt A. Heppard

Jim Blasick

Strategic Issues Facing the Industry

109

(2)

Pricing and Health Care Costs

111

(1)

Regulation and Patent Protection

112

(1)

Marketing and Advertising

113

(1)

Research and Development

114

(3)

Industry Reconfiguration

117

(5)

Conclusion

122

(1)

Understanding Diversity in the Timing of Strategic Response

123

(25)

Shared Schematic Frameworks within the Firm

123

(3)

Study of Pharmaceutical Response to Regulatory Change in 1962

126

(7)

Empirical Evidence of the Interpretive Precursors to Strategic Change

133

(10)

Discussion

143

(3)

Conclusion

146

(2)

Industry-Level Learning and the Social Construction of Recipes

148

(28)

Gail E. James

Study of Recipes for Biotech/Pharmaceutical Alliances 1984-1994

148

(1)

The Existence of Industry Recipes

149

(10)

Learning and the Evolution of New Recipes

159

(7)

The Development of Group Recipes

166

(7)

Conclusion

173

(3)

Predicting the Magnitude and Directin of Strategic Change

176

(30)

Cognitive Foundations

177

(3)

Mapping Strategic Change

180

(5)

Empirical Analysis, 1976-1990

185

(9)

SIOP: A Two-Stage Model of Strategic Change

194

(8)

Conclusion

202

(4)

The Structuration of Industries

206

(17)

Larry Stimpert

Structuration Theory

206

(4)

Example: A Structuration Perspective on Entry

210

(9)

Conclusion

219

(4)

References

223

(36)

Index

259

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When Firms Change Direction

Summary

Author Biography

Table of Contents

Supplemental Materials