1. EVOLUTIONARY PERSPECTIVES ON STRATEGY. <p>作者:Barnett, William P.1</p><p>Burgelman, Robert A.1</p><p>来源:Strategic Management Journal; Summer96 Special Issue, Vol. 17, p5-19, 15p</p><p>摘要:We advocate studying strategic management from an evolutionary perspective: using dynamic, path-dependent models that allow for possibly random variation and selection within and among organizations. We argue that this perspective directs our attention to some of the most interesting problems in strategic management. The papers in this special issue are summarized, along with some of their implications for the advancement of an evolutionary perspective on strategy. Collectively, the papers draw on various theoretical rationales, illustrating how an evolutionary perspective can help to integrate the diverse and otherwise separate theoretical traditions that meet within the field of strategic management. </p><p>&nbsp;</p><p>2. STRATEGY AND ORGANIZATIONAL EVOLUTION.</p><p>作者:Simon, Herbert A.1</p><p>来源:Strategic Management Journal; Winter93 Special Issue, Vol. 14, p131-142, 12p</p><p>文献类型:Article</p><p></p><p></p>摘要:A business firm's 'niche' or comparative advantage typically has a half-life of years rather than decades. Strategic planning must assure a stream of new ideas that allow the firm to find new sources of comparative advantage. Strategic planning must focus attention on the initial stages of the decision-making processes--opportunities and occasions for choice, and the design of new action strategies for products, marketing, and financing. Product identification and alternative generation are crucial components of strategy. Strategic thinking must permeate the entire organization. Effective identification of employees with the organization's strategy requires their exposure to the basic postulates that underlie strategic plans. <p></p><p>&nbsp;</p>