Conceptos de Administracion Estrategica

CAPÍTULO 3 • LA EVOLUCIÓN EXTERNA 115
NOTAS
1. York Freund, “Critical Success Factors”, Planning
Review 16, núm. 4, julio-agosto de 1988, p. 20.
2. A. M. McGahan, “Competition, Strategy and
Business Performance”, California Management
Review 41, núm. 3, 1999, pp. 74-101; A. McGahan y
M. Porter, “How Much Does Industry Matter
Really?”, Strategic Management Journal 18, núm. 8,
1997, pp. 15-30.
3. Guy Chazan, “In Putin’s Russia, Business Struggles
for a Foothold”, Wall Street Journal, 27 de abril de
2005, p. A1.
4. Ibid.
5. Guy Chazan y Gregory White, “Gazprom to Buy
Control of Izvestia, Tightening Kremlin’s Media
Grip”, Wall Street Journal,3 de junio de 2005, p. A3.
6. Ibid.
7. Encuestas industriales de S&P, industria de las
bebidas, 2005.
8. Frederick Gluck, “Global Competition in the 1990s”,
Journal of Business Strategy,primavera de 1983,
pp. 22-24.
9. John Harris, Robert Shaw, Jr. y William Sommers,
“The Strategic Management of Technology”,
Planning Review 11, núm. 11, enero-febrero de
1983, pp. 28, 35.
10. Bill Saporito, “Companies that Compete Best”,
Fortune, 22 de mayo de 1989, p. 36.
11. Louis Lavelle, “The Case of the Corporate Spy”,
Business Week, 26 de noviembre de 2001, pp. 56-57.
12. Kenneth Sawka, “Demystifying Business
Intelligence”, Management Review,octubre de
1996, p. 49.
13. John Prescott y Daniel Smith, “The Largest Survey
of ‘Leading-Edge’ Competitor Intelligence
Managers”, Planning Review 17, núm. 3, mayo-junio
de 1989, pp. 6-13.
14. Gary Hamel, Yves Doz y C.K. Prahalad, “Collaborate
with Your Competitors—and Win”, Harvard Business
Review 67, núm. 1, enero-febrero de 1989, p. 133.
15. Jon Swartz, “Rivals Form United Front Against
Spam”, USA Today, 29 de abril de 2003, p. 2B.
16. M.J. Chen. “Competitor Analysis and Interfirm
Rivalry: Toward a Theoretical Integration”, Academy
of Management Review 21, 1996, p. 106.
17. S. Jayachandran, J. Gimeno y P. R. Varadarajan,
“Theory of Multimarket Competition: A Synthesis
and Implications for Marketing Strategy”, Journal of
Marketing 63, 3, 1999, p. 59. También, M. J. Chen,
“Competitor Analysis and Interfirm Rivalry: Toward
a Theoretical Integration”, Academy of Management
Review 21, 1996, pp. 107-108.
18. David Bank, “A Site-Eat-Site World”, Wall Street
Journal, 12 de julio de 1999, p. R8.
19. Arthur Thompson, Jr., A.J. Strickland III y John
Gamble. Crafting and Executing Strategy: Text and
Readings, Nueva York, McGraw-Hill/Irwin, 2005,
p. 63.
20. Michael E. Porter, Competitive Strategy: Techniques
for Analyzing Industries and Competitors, Nueva
York,Free Press, 1980, pp. 24-27.
21. horizon.unc.edu/projects/seminars/
futuresresearch/rationale.asp
22. Dale McConkey, “Planning in a Changing
Environment”, Business Horizons 31, núm. 5,
septiembre-octubre de 1988, p. 67.
23. Kristine Crane y Alex Ortolani, “Travel Industry
Targets China”, Wall Street Journal, 15 de junio de
2005, p. A12.
LECTURAS SOBRE TEMAS ACTUALES
Barr, P. S. y M. A. Glynn. “Cultural Variations in
Strategic Issue Interpretation: Relating Cultural
Uncertainty Avoidance to Controllability in
Discriminating Threat and Opportunity”,
Strategic Management Journal 25, núm. 1,
enero de 2004, p. 59.
Bendoly, E., A. Soni y M. A. Venkataramanan. “Value
Chain Resource Planning: Adding Value with
Systems Beyond the Enterprise”, Business Horizons
47, núm. 2, marzo-abril de 2004, p. 79.
Carter, J. y N. Sheehan. “From Competition to
Cooperation: E-Tailing’s Integration with Retailing”,