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.
1. Economic, Behavioral, and Cognitive Contributions to Strategy Theory Part I. Multilevel Theoretic Accounts of Change and Stability 2. Individual Cognition, Stress, and Inertia 3. Group Effects That Make Second Order Change Less and More Likely 4. A Formal Model of Strategic Transformation (with Howard Thomas) Part II. Empirical Studies of Change and Stability in the Pharmaceutical Industry 5. The Pharmaceutical Industry 1970-1995 (by Kurt A. Heppard and Jim Blasick) 6. Understanding Diversity in the Timing of Strategic Response 7. Industry-Level Learning and the Social Construction of Recipes (by Gail E. James) 8. Predicting the Magnitude and Direction of Strategic Change 9. The Structuration of Industries (with Larry Stimpert) References Index
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