Strategy Content and Process in the Context of E-Business Performance

Coltman, T; Devinney, TM; Midgley, D

Strategy Content and Process in the Context of E-Business Performance

Coltman, T Devinney, TM Midgley, D

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Publisher:: Emerald
Publication Type:: Chapter
Citation:: Strategy Process : Volume 22 of the Series Advances in Strategic Management, 2005, 1, 22 pp. 349 - 386
Issue Date:: 2005-01

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Field	Value	Language
dc.contributor.author	Coltman, T	en_US
dc.contributor.author	Devinney, TM	en_US
dc.contributor.author	Midgley, D	en_US
dc.contributor.editor	Szulanski, G	en_US
dc.contributor.editor	Porac, J	en_US
dc.contributor.editor	Doz, Y	en_US
dc.date.issued	2005-01	en_US
dc.identifier.citation	Strategy Process : Volume 22 of the Series Advances in Strategic Management, 2005, 1, 22 pp. 349 - 386	en_US
dc.identifier.uri	http://hdl.handle.net/10453/8018
dc.description.abstract	The field of strategy has long been preoccupied with explaining, and attempting to predict organizational performance. Indeed, the quest to understand how to gain and hold an advantage over competitors is the primary way in which strategy distinguishes itself from other organizational sciences (Meyer, 1991). Strategic choices are made in anticipation of, or in response to, that competitive context and the performance implications that result, are of central interest to strategy researchers.	en_US
dc.publisher	Emerald	en_US
dc.relation.ispartof	Strategy Process : Volume 22 of the Series Advances in Strategic Management	en_US
dc.relation.isbasedon	10.1016/S0742-3322(05)22012-0	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Strategy Content and Process in the Context of E-Business Performance	en_US
dc.type	Chapter
utslib.citation.volume	22	en_US
utslib.location	Bingley, UK	en_US
utslib.for	150310 Organisation and Management Theory	en_US
utslib.citation.edition	1	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/School of Marketing
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.declined	1970-01-01T00:00:00.0+1000
pubs.consider-herdc	false	en_US
pubs.deleted	1970-01-01T00:00:00.0+1000
pubs.edition	1	en_US
pubs.place-of-publication	Bingley, UK	en_US
pubs.volume	22	en_US

Abstract:

The field of strategy has long been preoccupied with explaining, and attempting to predict organizational performance. Indeed, the quest to understand how to gain and hold an advantage over competitors is the primary way in which strategy distinguishes itself from other organizational sciences (Meyer, 1991). Strategic choices are made in anticipation of, or in response to, that competitive context and the performance implications that result, are of central interest to strategy researchers.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/8018