文档介绍：Strategy and the
by Michael E. Porter
Reprint r0103d
March 2001
HBR Case Study r0103a
Mommy-Track Backlash
Alden M. Hayashi
First Person r0103b
The Job No CEO Should Delegate
Larry Bossidy
HBR at Large r0103c
The Nut Island Effect:
When Good Teams Go Wrong
Paul
Strategy and the r0103d
Michael E. Porter
Building the Emotional Intelligence r0103e
of Groups
Vanessa Urch Druskat and Steven B. Wolff
Not All M&As Are Alike – and That Matters r0103f
Joseph L. Bower
Introducing T-Shaped Managers: r0103g
Knowledge Management’s Next Generation
Morten and Bolko von Oetinger
HBR Interview r0103h
Tom Siebel of Siebel Systems:
High Tech the Old-Fashioned Way
Bronwyn Fryer
Best Practice r0103j
Unleash Innovation in Foreign Subsidiaries
Julian Birkinshaw and Neil Hood
Tool Kit r0103k
Making the Most of On-Line Recruiting
Peter Cappelli
Books in Review r0103l
Playing Around with Brainstorming
Michael Schrage
62 Copyright © 2001 by Harvard Business School Publishing Corporation. All rights reserved.
Many have argued that the renders strategy obsolete.
In reality, the opposite is true. Because the tends to weaken
industry profitability without providing proprietary operational
advantages, it is more important than ever panies to
distinguish themselves through strategy. The winners will be those
that view the as plement to, not a cannibal of,
traditional ways peting.
Strategy
and
by Michael E. Porter he is an extremely important new
T technology, and it is no surprise that it has
received so much attention from entrepreneurs,
executives, investors, and business observers.
Caught up in the general fervor, many have as-
sumed that the changes everything, ren-
dering all the old rules panies -
petition obsolete. That may be a natural reaction,
but it is a dangerous one. It has led pa-
nies, s and incumbents alike, to make bad
decisions –decisions that have eroded the attrac-
tiveness