Abstract
Managers must evaluate their competencies and competition at the firm, industry, and national levels in order to conduct a comprehensive strategic analysis. Managers must also expand their conception of what constitutes the scope and nature of firm capabilities and industry membership to include factors consistent with competing in a globally competitive environment. Seven theories from the strategy literature were analyzed and the strengths and limitations of each are discussed.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 73-84 |
| Number of pages | 12 |
| Journal | IEEE Engineering Management Review |
| Volume | 27 |
| Issue number | 4 |
| State | Published - Dec 1999 |
All Science Journal Classification (ASJC) codes
- Strategy and Management
- Electrical and Electronic Engineering