Anda belum login :: 26 Jul 2025 16:29 WIB
Home
|
Logon
Hidden
»
Administration
»
Collection Detail
Detail
The Past and Future of Competitive Advantage
Oleh:
Christensen, Clayton M.
Jenis:
Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi:
Sloan: Management Review vol. 42 no. 2 (2001)
,
page 105-109.
Topik:
competitive analysis
;
past and future
;
competitive advantage
Ketersediaan
Perpustakaan Pusat (Semanggi)
Nomor Panggil:
SS27.3
Non-tandon:
1 (dapat dipinjam: 0)
Tandon:
tidak ada
Lihat Detail Induk
Isi artikel
The quest for competitive advantage often inspires executives to imitate the strategies of the most successful companies. Interestingly, however, precisely opposite factors are considered sources of competitive advantage at different points in time. Henry Ford's emphasis on focus has been touted as the key to success right alongside General Motors' product - line breadth. IBM's vertical integration was considered an unassailable source of competitive advantage a generation ago ; today, everyone admires the outsourcing flexibility inherent in the nonintegrated business models of Cisco Systems and Dell Computer. But strategists whose anecdotal understanding of competitive advantage runs only as deep as "If it's good for Cisco, it must be good for everybody" are likely to succeed only in building yesterday's competitive advantages. If history is any guide, the practices and business models that constitute advantages for today's most successful companies confer those advantages only because of particular factors at work under particular conditions at the particular time. Harvard Business School's Clayton Christensen, a leading thinker on disruptive technologies, alerts managers to the imperative of understanding the context that supports a particular competitive advantage. He explains why, for example, pharmaceutical companies' current focus on ever larger mergers is moving them in exactly the wrong direction at exactly the wrong time. He blames their strategists (and investment bankers) for not thinking deeply about cause and effect in competitive advantage.
Opini Anda
Klik untuk menuliskan opini Anda tentang koleksi ini!
Kembali
Process time: 0.046875 second(s)