C.K. Prahalad's research while affiliated with University of Michigan and other places

Publications (60)

Article
p>Hoy, los gerentes de muchas industrias están trabajando duro para equiparar las ventajas competitivas de sus nuevos rivales globales. Están moviendo la fabricación a corta distancia de la costa, en procura de costos menores de mano de obra, racionalizando líneas de productos para capturar economías a escala global, instituyendo círculos de calida...
Article
01 La estrategia del océano azul (W. Chan Kim y Renée Mauborgne)$backslash$n10 Propósito estratégico (Gary Hamel y C. K. Prahalad)$backslash$n25 Estrategias regionales para el liderazgo global (Pankaj Ghemawat)$backslash$n37 Usar el Balanced Scorecard como un sistema de gestión estratégica (Robert S. Kaplan y David P. Norton)$backslash$n48 La venta...
Article
Sumario: The fundamental structural transitions in a wide variety of industries brought about by major catalysts such as deregulation, global competition, technological discontinuities, and changing customer expectations are imposing new strains on managers around the world. Old recipes do not work anymore. Managers, concerned with restoring compet...
Article
This article reviews and assesses the contribution, explicit or implicit, of various schools of organization theory to the development of a stream of research on the management of multinational companies, and summarizes what is seen as the emerging paradigm of multinational management. While the contribution of some of the schools has been substant...
Article
Ist Ihr Unternehmen fit für die Zukunft? Sind Ihre Mitarbeiter darauf vorbereitet, die Entwicklungen Ihrer Branche in den nächsten fünf bis zehn Jahren entscheidend zu prägen? Ist Ihr Zukunftskonzept — verglichen mit demjenigen der Konkurrenz — einzigartig? Wenn nicht, dann ist Ihr Unternehmen mit großer Wahrscheinlichkeit gefährdet, den „Wettlauf...
Chapter
Development of a firm's core competencies is identified as the key for global leadership and competitiveness in the 1990s. NEC, Honda, and Canon are used as exemplars of firms that conceive of themselves in terms of core competencies. Core competencies are the organization's collective learning and ability to coordinate and integrate multiple produ...
Article
Consumers today have more choices of products and services than ever before, but they seem dissatisfied. Firms invest in greater product variety but are less able to differentiate themselves. Growth and value creation have become the dominant themes for managers. In this paper, we explain this paradox. The meaning of value and the process of value...
Article
The traditional system of company-centric value creation (that has served us so well over the past 100 years) is becoming obsolete. Leaders now need a new frame of reference for value creation. In the emergent economy, competition will center on personalized co-creation experiences, resulting in value that is truly unique to each individual. The au...
Article
This article argues that the dominant logic embedded in an organisation may keep it on the road ahead, but it also acts as a blinder to peripheral vision. It says that managers need to look at beyond the borders of their industries and geographies to find new opportunities and rethink the logic of the business. It refers to corporate examples where...
Article
Full-text available
In the preceding article, Vargo and Lusch (V&L; 2004) observe that an evolution is underway toward a new domi- nant logic for marketing. The new dominant logic has important implications for marketing theory, practice, and ped- agogy, as well as for general management and public policy. Thus, their observations are likely to resonate with a broad c...
Article
As they search for growth, multinational corporations will have no choice but to compete in the big emerging markets of China, India, Indonesia, and Brazil. But while it is still common to question how such corporations will change life in those markets, Western executives would be smart to turn the question around and ask how multinationals themse...
Article
The concept of an "average" manager is inappropriate in the world of agility, where local conditions constantly change and managers have to act fast. The authors believe that this is the new challenge to both line managers and IT organizations. In this cut-throat, weakness-revealing economy, companies can no longer afford to simply sweep the proble...
Article
By stimulating commerce and development at the bottom of the economic pyramid, multi-nationals could radically improve the lives of billions of people and help create a more stable, less dangerous world. Achieving this goal does not require MNCs to spearhead global social-development initiatives for charitable purposes. They need only act in their...
Article
This article develop an approach to reconcile the disconnection between the business managers and IT managers. It is a an application scorecard to facilitate dialogue within corporations and enable business managers and IT managers to close the gap
Article
Major business trends such as deregulation, globalization, technological convergence, and the rapid evolution of the Internet have transformed the roles that companies play in their dealings with other companies. Business practitioners and scholars talk about alliances, networks, and collaboration among companies. But managers and researchers have...
Article
Software applications are now a mission-critical source of competitive advantage for most companies. They are also a source of great risk, as the Y2K bug has made clear. Yet many line managers still haven't confronted software issues--partly because they aren't sure how best to define the quality of the applications in their IT infrastructures. Som...
Article
This commentary was distributed at the Mexico City meeting of the Strategic Management Society, and forms the basis for the Call for Papers made for the 1996 SMS meeting to be held in Phoenix, Arizona, USA, November 10–13, 1996 at The Pointe Hilton Resort. The Editors of the SMJ thought it worth drawing to our readers' attention and offer it here a...
Article
325 pages, bibliographie Alors que de nombreuses voix s'élèvent de nos jours pour réclamer à cor et à cri un nouveau paradigme dans le domaine de la structure des sociétés (l'entreprise amincie, place, virtuelle, modulaire...), elles restent plutôt muettes sur le chapitre de la stratégie. Nous estimons pour notre part que les options stratégiques d...
Article
This paper briefly reviews some history of the concept of dominant logic, and then elaborates some of the ways in which the authors have further developed this concept in recent years. Discussion focuses on the dominant logic as a filter, on the dominant logic as a level of strategic analysis, on the unlearning (forgetting) curve, on the dominant l...
Article
Global competition is not just product versus product or company versus company. It is mind-set versus mind-set. Driven to understand the dynamics of competition, we have learned a lot about what makes one company more successful than another. But to find the root of competitiveness--to understand why some companies create new forms of competitive...
Book
Development of a firm's core competencies is identified as the key for global leadership and competitiveness in the 1990s. NEC, Honda, and Canon are used as exemplars of firms that conceive of themselves in terms of core competencies. Core competencies are the organization's collective learning and ability to coordinate and integrate multiple produ...
Article
In the 1980s, competitive success came mostly from achieving cost and quality advantages over rivals in existing markets. In the 1990s, it will come from building and dominating fundamentally new markets. Core competencies are one prerequisite for creating new markets. Corporate imagination and expeditionary marketing are the keys that unlock them....
Article
The scorecard of Western firms—be it performance along dimensions such as quality, cycle time and cost, or growth and new business creation—has been less than satisfactory. We need a new approach to evaluating the value added by senior management. One such approach is outlined. It is argued that strategy must be seen as “stretch” and the critical r...
Article
In the early 19705, when Canon took its first halting steps in reprographics, the idea of a fledgling Japanese company challenging Xerox seemed impossible. Fifteen years later, it matched the U.S. giant in global unit market share. The basis for Canon's success? A different approach to strategy, one that emphasized an organization's resourcefulness...
Chapter
Faced with accelerating change in their technological environment, managers of large, comple firms must ensure that relevant new technologies are developed and utilized for the rejuvenation of existing and the creation of new businesses. Responsibility for managing this process has rested traditionally with existing research and development units....
Article
Current research offers alternative explanations to the ‘linkage’ between the pattern of diversification and performance. At least four streams of research can be identified. None of these can be considered to be a reliable, predictive theory of successful diversification. They are, at best, partial explanations. The purpose of this paper is to pro...
Article
Faced with accelerating change in their technological environment, managers of large, complex firms must ensure that relevant new technologies are developed and utilized for the rejuvenation of existing and the creation of new businesses. Responsibility for managing this process has rested traditionally with existing research and development units....
Article
The management of multinational operations is often required to balance conflicting priorities between responsiveness at the national subsidiary level and central coordination for global competitiveness. Such balancing requires that relevant data be brought to bear on decisions, that consensus be created among key managers, and that relative power...
Article
An issue that confronts the top management of every multinational company is that of determining where in the organization basic strategy decisions should be made. The firm may concentrate responsibility for a broad range of strategic tasks at headquarters, or cede strategic responsibility to foreign affiliates. This paper argues that deriving an a...
Article
The standard economic analysis holds that resource allocation in the industrial sector is primarily a market process operating through the capital markets. The current political resurgence of free market economics has popularized this approach. Contrary to this approach the authors demonstrate that: (1) trends in the size, diversity and administrat...
Article
Much has been written about the growing complexity of strategic demands facing multinational corporations. The authors examine conflicts implicit in the recent development of several such demands, and look at some of their administrative and organizational implications. In illustrating the administrative adaptations made by several companies, the a...
Article
Since the early 1970s, host governments have intervened more and more in the affairs of multinational corporations. Today they regularly establish rather demanding conditions for MNCs wanting to do business in their countries. What kinds of conditions are these. What type of threat, if any, do they pose to the normal operation of corporate decision...
Article
Sumario: Salir de la rutina -- En qué se diferencia la competencia por el futuro -- Aprender a olvidar -- Competir para prever el futuro de la industria -- Forjar una arquitectura estratégica -- La estrategia como reto -- La estrategia como apalancamiento -- Competir para configurar el futuro -- Construir puertas de acceso al futuro -- Insertar la...

Citations

... Even if a company achieves consistently successful results for ten or fifteen years, it is not a guarantee that it will survive next year. Management professors Hamel and Prahalad (2017) reminds us that companies must rethink how they will succeed in the face of ruthless competition and dizzying change. Today, there is a lot of evidence that the old-fashioned management model is no longer working: Over the last 20 years, most companies have undergone numerous restructuring. ...
... IB scholarship has primarily investigated organizational (macro-level) and some individual (micro-level) factors, limiting the understanding of multilevel (macro-and microlevel factors') interactions in the theorization of MNC management (Foss & Pedersen, 2019;Meyer, Li, & Schotter, 2020;Minbaeva, 2016) and its specific processes, such as the SI process (Šilenskytė & Smale, 2021). For example, MNC inter-unit collaboration has been studied by focusing on select macro-level variables, such as organizational structure (e.g., Ghoshal & Nohria, 1993), control (e.g., Prahalad & Doz, 1981;Sageder & Feldbauer-Durstmüller, 2019), coordination (e.g., Martinez & Jarillo, 1991;O'Donnell, 2000), integration (e.g., Kim, Park, & Prescott, 2003), and shared corporate values (e.g., Nohria & Ghoshal, 1994); and some micro-level variables, such as boundary-spanners (Minbaeva & Santangelo, 2018) and expatriates (e.g., Kong, Ciabuschi, & Martín, 2018). ...
... Following NRBV logic, GBS directs firms' attention to critical environmental issues and helps employees acquire capabilities required for pollution prevention, product stewardship, and sustainable development. Employees also need green competencies (GC) alongside traditional competencies (Cabral & Lochan Dhar, 2019) to diversify production and operational skills (Doz et al., 2018) and equip firms to handle better housekeeping, recycling, material substitutions, and manufacturing processes (Hart, 1995). GC enables managers to effectively supervise and evaluate product design and development (Cabral & Lochan Dhar, 2019;Hart, 1995). ...
... As global companies are recognized those with operations spanning across various geographical locations, addressing worldwide customers and products as well as dealing with foreign governments [21]. More specifically, distribution and brand positions in key foreign markets enable global companies to cross-subsidize and achieve economies of scale on a global level [22]. ...
... Such theory has served as important theoretical underpinnings in research on international joint ventures (IJV) (Barkema et al., 1997), market entry modes and knowledge transfer processes within and between firms (Zahra et al., 2000;Lord and Ranft, 2000). It has also been discussed that decisions are made based on the collection and analysis of multi-level organizational data and the decision process is influenced by the interpretation of headquarters and subsidiary managers (Doz, 1986;Doz and Prahalad, 1987). ...
... It means organizational energy and motivation to achieve the goals by channeling the energies of workers and stakeholders to achieve long-term goals. The strategic intent means reconciling the organization's resources with its future ambitions to prepare new and creative strategies and outperform competitors to gain competitive advantage (Hamel & Prahalad), 1994;Liedtka,1998;Waters, 2011) B. The element of systemic perception: This element explains that the strategic thinker has a mental model of the system of creating value in the organization from beginning to end, starting from the understanding and interpretation of how this system works and the effects of the internal and external environment, holistic thinking is based on the principle that any system is part of a broader system, and this thinking helps to identify relationships between the various external factors affecting the organization and which (Senge;1990;Liedtka, 1998;O'Shannassy,2003) C. The element of thinking at the time: this element means that the strategic thinker does not believe in aligning current resources and organizational potential with opportunities in the external environment, but rather thinking about ways to increase existing resources to achieve future goals, i.e., the strategic thinker must link the past with the realism of the present to extrapolate the future (Muhammad, 2002), so strategic thinking plays an essential role as a link between the past, the present, and the future so that the organization is more adaptable to the future Changes in its outer surroundings by learning from experience and comparing current and previous performance with expected future performance (Liedtka.1998;O'Shannassy,2003;Acur & Englyst, 2006) D. Assumption leadership element: This element means that the strategic thinker is trying to develop new strategies rather than relying on previous designs, creating alternative ways of competing options, focusing on solving the problem by analyzing the problem, and developing innovative solutions. ...
... O campo de estudos organizacionais tem-se ocupado com o entendimento de como empre- sas multinacionais se organizam e resolvem suas tarefas gerenciais. Autores como Bartlett (1986, Doz (1978Doz ( , 1981Doz ( , 1984Doz ( , 1987Doz ( , 1988, Ghoshal (1987, Hedlund (1986Hedlund ( , 1990, Prahalad (1976,1980) e outros -através das suas parcerias na realização de estudos -têm contribuído para o desenvolvimento e maturação dos estudos relativos à gestão de companhias multinacionais. ...
... The resource-based view of the firm suggests that the primary goal for managers is to create sustainable competitive advantages that can lead to abovenormal returns (Hall, 1993;Oliver, 1997). This can be achieved through barriers to imitation and substitution (Reed & DeFillippi, 1990), by accumulating rare and valuable resources (Barney 1991;Kraaijenbrink, Spender, & Groen, 2010), by building and defending core competences (Prahalad, 1993), or through superior resource orchestration (Sund, Barnes, & Mattsson, 2018). It has long been recognized that the ability to achieve advantage is intimately linked to the state of the competitive environment. ...
... In the case of the multinational corporation (MNC), such competences are dispersed throughout numerous locations around the world. This, in turn, makes the process of rejuvenation particularly troublesome because of the internal conflict that can arise from both headquarters-driven initiative (Prahalad and Doz, 1981) and subsidiarydriven initiative (Birkinshaw, 2000;Birkinshaw and Ridderstråle, 1999). ...
... In this step the needs of the customers are analysed and new business areas are defined (Watermann, 1987) (Servatius, 1988, p. 34ff) (Parhalad andHamel, 1991). Especially the younger generations have different demands: for them, use is more valuable than ownership. ...