Michael Porter: Critical Evaluations in Business and Management Vol. - III

46 Learning 1, Planning 0: Reply to Igor Ansoff' 47 Coordination Demands of International Strategies 48 Review of The Competitive Advantage of Nations 49 Towards a Dynamic Theory of Strategy 50 Plant Closure and Market Dynamics: Competitive Strategy and Rationalization 51 Changing Spaces: The Disruptive Impact of a New Epistemological Location for the Study of Management 52 International Configuration and Coordination Archetypes for Medium-Sized Firms in Global Industries 53 Review of the Competitive Advantage of Nations 54 Implementing Global Strategy: Characteristics of Global Subsidiary Mandates 55 The Character and Significance of Strategy Process Research 56 Intra-Industry Structure and the Response toward Rivals 57 International Strategy and Environment: An Assessment of the Performance Relationship 58 Determinants of Success in International Strategic Alliances: Evidence from the Global Aerospace Industry 59 Tightening Environmental Standards: The Benefit-Cost or the No-Cost Paradigm? 60 The Changing Basis of Competition in Organizational Populations: The Manhattan Hotel Industry, 1898-1990 61 Resource and Market-Based Determinants of Performance in the US Banking Industry 62 Competitive Dynamics of Interfirm Rivalry 63 Structural Analysis of Auction Data 64 The Interactions of Organizational and Competitive Influences on Strategy and Performance 65 Measuring Globalization of Industries Using a National Industry Approach: Empirical Evidence across Five Countries and over Time 66 Competition, Commercialization, and the Evolution of Nonprofit Organizational Structures 67 Corporate Strategies andEnvironmental Regulations: An Organizing Framework