From resource allocation to strategy

SECTION I: INTRODUCTION TO THE RESOURCE ALLOCATION PROCESS 1. Linking Resource Allocation to Strategy 2. Modeling the Resource Allocation Process 3. The Role of Strategy Making in Organizational Evolution 4. Anomaly-Seeking Research: Thirty Years of Theory Development SECTION II: WHEN THE BOTTOM-UP PROCESS FAILS 5. When the Bottom-up Resource Allocation Process Fails 6. Customer Power, Strategic Investment, and the Failure of Leading Firms 7. No Exit: The Failure of Bottom-up Strategic Processes and the Role of Top-down Disinvestment 8. The Process of International Expansion: Comparing Established Firms and Entrepreneurial Start-ups SECTION III: RESTORING THE BOTTOM-UP PROCESS 9. Restoring the Bottom-up Process of Resource Allocation 10. Strategy Making as an Iterated Process of Resource Allocation 11. Resource vs. Routine Rigidity: Toward an Interpretive Model of Response to Discontinuous Change SECTION IV: THE NEED FOR TOP-DOWN INTERVENTION 12. Corporate Intervention in Resource Allocation 13. The Entrepreneurial M-Form: A Case Study of Strategic Integration in a Global Media Company 14. Strategic Flexibility: The Value of Corporate-level Real Options as a Response to Uncertainty in the Pursuit of Strategic Integration 15. Resource Allocation Process in Multidimensional Organizations: MNCs and Alliances SECTION V: OUTSIDE COMMENTARIES ON THE RAP PERSPECTIVE 16. Resource Allocation, Strategy, and Organization: An Economist's Thoughts 17. Comments on the Resource Allocation Process 18. Research Complementarities: A Resource-Based View of the Resource Allocation Process Model (and Visa Versa) 19. CEO as Change Agent? SECTION VI: CONCLUSION 20. A Revised Model of the Resource Allocation Process