When Firms Change Direction

Table of contents

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• When Firms Change Direction *
• Title Page *
• Introduction and Acknowledgments vii
• Contents xi
• When Firms Change Direction *
• 1 - Economic, Behavioral, and Cognitive Contributions to Strategy Theory 3
• Notes *
• Part I - Multilevel Theoretic Accounts of Change and Stability *
• 2 - Individual Cognition, Stress, and Inertia 41
• 3 - Group Effects That Make Second Order Change Less and More Likely 60
• 4 - A Formal Model of Strategic Transformation 80
• Note *
• Part II - Empirical Studies of Change and Stability in the Pharmaceutical Industry *
• 5 - The Pharmaceutical Industry 1970–1995 109
• Notes *
• 6 - Understanding Diversity in the Timing of Strategic Response 123

• When Firms Change Direction *
• Title Page *
• Introduction and Acknowledgments vii
• Contents xi
• When Firms Change Direction *
• 1 - Economic, Behavioral, and Cognitive Contributions to Strategy Theory 3
• Notes *
• Part I - Multilevel Theoretic Accounts of Change and Stability *
• 2 - Individual Cognition, Stress, and Inertia 41
• 3 - Group Effects That Make Second Order Change Less and More Likely 60
• 4 - A Formal Model of Strategic Transformation 80
• Note *
• Part II - Empirical Studies of Change and Stability in the Pharmaceutical Industry *
• 5 - The Pharmaceutical Industry 1970–1995 109
• Notes *
• 6 - Understanding Diversity in the Timing of Strategic Response 123
• Notes *
• 7 - Industry-Level Learning and the Social Construction of Recipes 148
• Notes *
• 8 - Predicting the Magnitude and Direction of Strategic Change 176
• Appendix 1 - Firms in Sample *
• Appendix 2 - Estimating the Opportunity Surface *
• Notes *
• 9 - The Structuration of Industries 206
• Notes *
• References 223
• Index 259