Competition and Business Strategy in Historical Perspective by Pankaj M Ghemawat

By Pankaj M Ghemawat

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Pankaj Ghemawat / 72 Figure 15. Ebbs, Flows, and Residual Impact of Business Fads, 1950–1995. (Source: Adapted from Richard T. ” 101 Hammer and Champy’s book, Reengineering the Corporation, which came out in 1993, sold nearly two million copies. S. 5 billion by 1995. 103 After 1995, however, there was a bust: consulting revenues plummeted, by perhaps two-thirds over the next three years, as reengineering came to be seen as a euphemism for downsizing and as companies apparently shifted to placing more emphasis on growth (implying, incidentally, that there had been some excesses in their previous efforts to reengineer).

84 The Resource-Based View of the Firm. The idea of looking at companies in terms of their resource endowments is an old one, but it was revived in the 1980s in an article by Birger Wernerfelt. ” 86 While Wernerfelt also described resources and products as “two sides of the same coin,” other adherents to what has come to be called the resource-based view (RBV) of the firm argue that superior product market positions rest on the ownership of scarce, firm-specific resources. , corporate culture).

See also John Micklethwait and Adrian Wooldridge, The Witch Doctors (New York, 1996). Micklethwait and Wooldridge devote a chapter to CSC Index. Pankaj Ghemawat / 72 Figure 15. Ebbs, Flows, and Residual Impact of Business Fads, 1950–1995. (Source: Adapted from Richard T. ” 101 Hammer and Champy’s book, Reengineering the Corporation, which came out in 1993, sold nearly two million copies. S. 5 billion by 1995. 103 After 1995, however, there was a bust: consulting revenues plummeted, by perhaps two-thirds over the next three years, as reengineering came to be seen as a euphemism for downsizing and as companies apparently shifted to placing more emphasis on growth (implying, incidentally, that there had been some excesses in their previous efforts to reengineer).

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