Strategic Management战略问题.pdfVIP

Paper accepted for the SMS 2016 Hong Kong Special Conference (No. HON-2016-6682) on 13 July 2016 An Organization-Based View of Strategy and an Integrative Framework of Strategic Management Xin Li Copenhagen Business School @cbs.dk Abstract Just like scholars distinguish two types of firm’s external environment, i.e., competitive and institutional, we make a distinction between two types of firm’s internal environment, i.e., resources and organization. Based on this distinction, we propose an organization-based view of strategy (OBV), not only as a label to unite various organization-related issues within the strategy field, but also as a fourth research paradigm to supplement to three existing paradigms, i.e., industry- or competition-based view (CBV), resource-based view (RBV), and institution-based view (IBV). Bringing the four paradigms together, we transform Mike Peng’s ‘strategy tripod’ into a ‘strategy quadrapod’. By proposing an organization-resource- institution-competition (ORIC) analysis and a situation-action-performance (SAP) framework, we attempt to make a grand integration of the strategy field. 1. Introduction Strategic management courses today are often criticized for being ‘repositories of multiple frameworks that are not tightly integrated and that are aging rapidly’ (Mahoney McGahan, 2007: 86). The same can be said of the extant strategy literature that is path dependent and ‘eclectic in nature’ (Hoskisson et al., 1999: 417). The development of the strategy literature is incrementally built around the three major research par