Corporate Strategy and Firm Learning

Stuart Peters

Chapter 5 in National Systems of Innovation, 2006, pp 108-128 from Palgrave Macmillan

Abstract: Abstract Corporate strategy is a complex subject with many different facets. Put differently, it is a field where consensus is rare and disagreements widespread. In the first chapter of his book, What is Strategy — And Does it Matter?, Whittington (2001) shines the spotlight on the core problem and how it goes to the very heart of the subject: There is not much agreement about strategy. The Economist (1993:106) observes: ‘the consultants and theorists jostling to advise businesses cannot even agree on the most basic of all questions: what precisely, is a corporate strategy’. Strategy guru Michael Porter (1996) asks the question ‘What is Strategy?’ in the very title of an important Harvard Business Review article. In a recent textbook, Markides (2000:vii) admits: ‘We simply do not know what a good strategy is or how to develop a good one’.1

Keywords: Core Competency; General Motor; Equity Market; National System; Learning Disabil (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-51260-3_5

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DOI: 10.1057/9780230512603_5

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