JacobsonR. ‘The ‘Austrian' School of Strategy’, Academy of Management Review, Vol. 17, No. 4, 1991, pp. 782–807.
2.
Lens van Rijn,J.A., ‘Cellular Strategy Development: Corporate Strategy in the Era of Business Units’, Journal of General Management, Vol. 19, No. 2, Winter 1993, pp. 64–77.
3.
SanchezR. ‘Strategic Flexibility, Firm Organization, and Managerial Work in Dynamic Markets: A Strategic-Options Perspective’, Advances in Strategic Management, Vol. 9, 1993, pp. 251–291.
4.
DasT.K. ‘Time: The Hidden Dimension in Strategic Planning’, Long Range Planning, Vol. 24, No. 3, 1991, pp. 49–57.
5.
DasT.K.The Subjective Side of Strategy Making: Future Orientations and Perceptions of Executives, New York: Praeger, 1986.
6.
DavisS. and DavidsonB.2020 Vision, New York: Simon & Schuster, 1991.
7.
OrnsteinR. and EhrlichP.New World New Mind, New York: Doubleday, 1989.
8.
SinetarM.Developing a 21st-century Mind, New York: Villard Books, 1991.
9.
EppinkD.J. ‘Planning for Strategic Flexibility’, Long Range Planning, Vol. 11, No. 4, 1978, pp. 9–15.
10.
GalbraithC.S. ‘Transferring Core Manufacturing Technologies in High-Technology Firms’, California Management Review, Vol. 32, No. 4, 1990, pp. 56–70.
11.
GhemawatP.Commitment: The Dynamic of Strategy, New York: Free Press, 1991.
12.
GinsbergA. ‘Assessing the Effectiveness of Strategy Consultants’, Group & Organization Studies, Vol. 14, No. 3, 1989, pp. 281–298.
GuestD.E. ‘Personnel Management: The End of Orthodoxy?’, British Journal of Industrial Relations, Vol. 29, No. 2, 1991, pp. 149–175.
15.
AakerD.A. and MascarenhasB. ‘The Need for Strategic Flexibility’, Journal of Business Strategy, Vol. 5, No. 2, 1984, pp. 74–82.
16.
EvansJ.S. ‘Strategic Flexibility for High Technology Manoeuvres: A Conceptual Framework’, Journal of Management Studies, Vol. 28, No. 1, 1991, pp. 69–89.
17.
HarriganK.R.Strategic Flexibility: A Management Guide for Changing Times, Lexington, MA: Lexington Books, 1985.
18.
WomackJ.P. and JonesD.T. ‘From Lean Production to the Lean Enterprise’, Harvard Business Review, March-April1994, pp. 93–103.
19.
TullyS. ‘The Modular Corporation’, Fortune, February 8, 1993, pp. 106–114.
20.
ByrneJ.A.BrandtR. and PortO. ‘The Virtual Corporation’, Business Week, February 8, 1993, pp. 98–103.
21.
KogutB. ‘Designing Global Strategies: Comparative and Competitive Value-Added Chains’, Sloan Management Review, Vol. 26, No. 4, Summer 1985, pp. 15–28.
22.
KogutB. ‘Designing Global Strategies: Profiting from Operational Flexibility’, Sloan Management Review, Vol. 27, No. 1, Fall 1985, pp. 27–38.
23.
KogutB. and KulatilakaN. ‘Operating Flexibility, Global Manufacturing, and the Option Value of a Multinational Network’, Management Science, Vol. 40, January1994, pp. 123–139.
24.
NemetzP.L. and FryL.W. ‘Flexible Manufacturing Organizations: Implications for Strategy Formulation and Organization Design’, Academy of Management Review, Vol. 13, 1988, pp. 627–638.
25.
ElangoB. and FriedV.H. ‘Flexible Manufacturing Technologies: Implications for Competition Between Small and Large Firms’, Journal of High Technology Management Research, Vol. 4, No. 2, 1993, pp. 241–254.
26.
FiegenbaumA. and KarnaniA. ‘Output Flexibility - A Competitive dvantage for Small Firms’, Strategic Management Journal, Vol. 12, 1991, pp. 101–114.
27.
VizjakA. ‘Exploiting Your Synergy Potential: Promoting Collaboration Between Business Units’, Long Range Planning, Vol. 27, No. 1, 1994, pp. 25–35.
28.
BowerJ.L. and HoutT.M. ‘Fast-Cycle Capability for Competitive Power’, Harvard Business Review, November-December1988, pp. 110–118.
29.
Wall Street Journal, ‘Honda Hopes to Halt the Slump with Retooled Accord, Integra’,May21, 1993, pp. B1–B2.
30.
De Meyer,A., Nakane,J., Miller,J.G. and Ferdows,K. ‘Flexibility: The Next Competitive Battle: The Manufacturing Futures Survey’, Strategic Management Journal, Vol. 10, 1989, pp. 135–144.
31.
VenkatramanN. and CamillusJ.C. ‘Exploring the Concept of ‘Fit' in Strategic Management’, Academy of Management Review, Vol. 9, 1984, pp. 513–525.
32.
LawrenceP.R. and LorschJ.W.Organization and Environment, Boston, MA: Harvard Business School Press, 1967.
33.
HaeckelS.H. and NolanR.L. ‘Managing by Wire’, Harvard Business Review, September-October1993, pp. 122–132.
34.
DaftR.L.SormunenJ. and ParksD. ‘Chief Executive Scanning, Environmental Characteristics, and Company Performance: An Empirical Study’, Strategic Management Journal, Vol. 9, 1988, pp. 123–139.
35.
NuttP.C. ‘Flexible Decision Styles and the Choices of Top Executives’, Journal of Management Studies, Vol. 30, September1993, pp. 695–721.
36.
HuberG.P. and McDanielR.R. ‘The Decision Making Paradigm of Organizational Design’, Management Science, Vol. 32, No. 5, 1986, pp. 572–589.
37.
BourgeoisL.J. and EisenhardtK. ‘Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry’, Management Science, Vol. 14, 1988, pp. 816–835.
38.
HartS.L. ‘An Integrative Framework for Strategy-Making Processes’, Academy of Management Review, Vol. 17, No. 2, 1992, pp. 327–351.
39.
DasT.K. ‘Organizational Control: An Evolutionary Perspective’, Journal of Management Studies, Vol. 26, No. 5, 1989, pp. 459–475.
40.
BarnardC.I.The Functions of the Executive, Cambridge, MA: Harvard University Press, 1938.
41.
PorterM.E.Competitive Strategy, New York: Free Press, 1980.
42.
See Note 41 above.
43.
See Note 4 above.
44.
KiernanM.J. ‘The New Strategic Architecture: Learning to Compete in the Twenty-first Century’, The Executive, Vol. 7, No. 1, 1993, pp. 7–21.