We study the evolution of industries in terms of three interrelated key themes that together form an analytical lens. The first theme--strategy and strategic dynamics--raises the question of how companies can gain, sustain, or regain profitable growth in the face of various types of strategic...

The paper reports the research done in the Stanford University Graduate School of Business 2008 Bass Seminar "Strategic Thinking in Action--In Business and Beyond: The United States' Quest for Energy Resilience," taught by Professors Robert A. Burgelman and Andrew S. Grove. The goal of the...

Based on comparative case studies of Apple Computer's strategic actions in the music and cellular telephony industries, we develop the concept of "cross-boundary disruptor" as a new type of entrepreneurial actor in inter-industry strategic dynamics. We document how the confluence of forces that...

Combining longitudinal field research and executive experience, we propose that corporate longevity depends on matching cycles of autonomous and induced strategy processes to different forms of strategic dynamics, and that the role of alert strategic leadership is to appropriately balance the...

This paper provides an overview of the key themes, conceptual frameworks and related tools that are used to examine cases and industry notes in the course "Strategy and Action in the Information Processing Industry" an applied industry analysis course that we have co-taught at the Stanford...

In 2007 and 2008, the price of oil skyrocketed, hitting historic highs. The corresponding increase in gas price was felt sharply in the United States by ordinary people, industries, the military and the government. Citizens were spending more and more of their paychecks to fill their gas tanks,...