Michael Porter, (4 Volume Set)

Michael Porter (b. 1947) has been described by The Economist as ‘the doyen of living management gurus’. Boldly introducing the language and concepts of economics into management theory, his work has focused on how a firm (or a region) can build a competitive advantage and develop a competitive strategy.

Supplemented with the editors’ introduction, which places the gathered work in its historical and intellectual context, this new four-volume collection from Routledge brings together the best and most influential critical writing on Porter.

Volume I

Chapter 1 : Interbrand Choice, Media Mix and Market Performance’, The American Economic Review, 1976
Chapter 2 : From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition’, The Quarterly Journal of Economics, 1977
Chapter 3 : Review of Interbrand Choice, Strategy and Bilateral Market Power’, Journal of Marketing Research, 1977
Chapter 4 : Market Structure, Oligopoly and Stability of Market Shares’, Journal of Industrial Economics, 1978
Chapter 5 : The Structure within Industries and Companies’ Performance’, The Review of Economics and Statistics, 1979
Chapter 6 : Industrial Organization, Corporate Strategy and Structure’, Journal of Economic Literature, 1980
Chapter 7 : The Effect of Exit Barriers Upon Strategic Flexibility’, Strategic Management Journal, 1980
Chapter 8 : Entry, Mulitiple-Brand Firms and Market Share Instability’, The Journal of Industrial Economics, 1981
Chapter 9 : The Contributions of Industrial Organization to Strategic Management’, The Academy of Management Review, 1981
Chapter 10 : Industry Influences on Strategy Reformulation’, Strategic Management Journal, 1982
Chapter 11 : Intraindustry Structure and The Ease of Strategic Change’, The Review of Economics and Statistics, 1982
Chapter 12 : A Diagnostic Framework for Planning’, Strategic Management Journal, 1983
Chapter 13 : Industrial Organization and The Evolution of Concepts for Strategic Planning: The New Learning’, Managerial and Decision Economics, 1983
Chapter 14 : Microeconomic Foundations of Corporate Strategy’, Managerial and Decision Economics, 1983
Chapter 15 : Economic Analysis and The Quest for Competitive Advantage’, The American Economic Review, 1984
Chapter 16 : Toward an Appreciation of Collective Strategy’, The Academy of Management Review, 1984
Chapter 17 : A Taxonomy of Competitive Retailing Strategies’, Strategic Management Journal, 1984
Chapter 18 : MNC-Third World Business Unit Performance: Application of Strategic Elements’, Strategic Management Journal, 1984
Chapter 19 : Generic Competitive Strategies: An Analytical Approach’, Strategic Management Journal, 1984
Chapter 20 : Organizational Adaptation: Strategic Choice and Environmental Determinism’, Administrative Science Quarterly, 1985
Chapter 21 : Cooperative Strategy’, The Academy of Management Review, 1985
Chapter 22 : Strategic Groups: Theory, Research and Taxonomy’, Strategic Management Journal, 1986
Chapter 23 : Resource Sharing Among SBUs: Strategic Antecedents and Administrative Implications’, The Academy of Management Journal, 1986

Volume II

Chapter 24 : A Refinement of Porter’s Strategies’, Strategic Management Journal, 1987
Chapter 25 : Strategy, CEO Specialization, and Succession’, Administrative Science Quarterly, 1987
Chapter 26 : Strategic Groups, Asymmetrical Mobility Barriers and Contestability’, Strategic Management Journal, 1987
Chapter 27 : Strategic Group Formation and Performance: The Case of The US Pharmaceutical Industry, 1963–1982’, Management Science, 1987
Chapter 28 : Financial Returns and Strategic Interaction: The Case of Instant Photography’, Strategic Management Journal, 1987
Chapter 29 : Costs, Revenue, and Business-Level Strategy’, The Academy of Management Review, 1988
Chapter 30 : Beyond The Reach of The Invisible Hand: Impediments to Economic Activity, Market Failures, and Profitability’, Strategic Management Journal, 1988
Chapter 31 : Strategic Market Entry Factors and Market Share Achievement in Japan’, Journal of International Business Studies, 1988
Chapter 32 : Strategic Groups in Banking’, The Review of Economics and Statistics, 1988
Chapter 33 : Strategy Content and The Research Process: A Critique and Commentary’, Strategic Management Journal, 1989
Chapter 34 : Suresh Kotha and Daniel Orne, ‘Generic Manufacturing Strategies: A Conceptual SynThesis’, Strategic Management Journal, 1989
Chapter 35 : Strategic Change: The Effects of Founding and History’, The Academy of Management Journal, 1989
Chapter 36 : Collaboration or Paradigm Shift? Caveat Emptor and The Risk of Romance with Economic Models for Strategy and Policy Research’, Organization Science, 1990
Chapter 37 : The Design School: Reconsidering The Basic Premises of Strategic Management’, Strategic Management Journal, 1990
Chapter 38 : Strategic Groups: Untested Assertions and Research Proposals’, Managerial and Decision Economics, 1990
Chapter 39 : Competitive Strategies for Late Entry into a Market with a Dominant Brand’, Management Science, 1990
Chapter 40 : Strategy, Complexity and Economic Rent’, Management Science, 1990
Chapter 41 : Different Roles for Subsidiaries: The Case of Multinational Corporations in Spain’, Strategic Management Journal, 1990
Chapter 42 : Economics and Business’, The Economic Journal, 1991
Chapter 43 : Identification of Strategic Information Systems Opportunities: Applying and Comparing Two Methodologies’, MIS Quarterly, 1991
Chapter 44 : A Resource-Based Analysis of Global Competition: The Case of The Bearings Industry’, Strategic Management Journal, 1991
Chapter 45 : Global Strategy Implementation at The Business Unit Level: Operational Capabilities and Administrative Mechanisms’, Journal of International Business Studies, 1991

Volume III

Chapter 46 : Learning 1, Planning 0: Reply to Igor Ansoff’, Strategic Management Journal, 1991
Chapter 47 : Coordination Demands of International Strategies’, Journal of International Business Studies, 1991
Chapter 48 : Review of The Competitive Advantage of Nations’, Journal of Marketing, Oct : 1991
Chapter 49 : Towards a Dynamic Theory of Strategy’, Strategic Management Journal, 1991
Chapter 50 : Plant Closure and Market Dynamics: Competitive Strategy and Rationalization’, Economic Geography, 1992
Chapter 51 : Changing Spaces: The Disruptive Impact of a New Epistemological Location for The Study of Management’, The Academy of Management Review, 1992
Chapter 52 : International Configuration and Coordination Archetypes for Medium-Sized Firms in Global Industries’, Journal of International Business Studies, 1992
Chapter 53 : Review of The Competitive Advantage of Nations’, Administrative Science Quarterly, 1992
Chapter 54 : Implementing Global Strategy: Characteristics of Global Subsidiary Mandates’, Journal of International Business Studies, 1992
Chapter 55 : The Character and Significance of Strategy Process Research’, Strategic Management Journal, 1992
Chapter 56 : Intra-Industry Structure and The Response Toward Rivals’, Managerial and Decision Economics, 1993
Chapter 57 : International Strategy and Environment: An Assessment of The Performance Relationship’, Journal of International Business Studies, 1994
Chapter 58 : Determinants of Success in International Strategic Alliances: Evidence from The Global Aerospace Industry’, Journal of International Business Studies, 1995
Chapter 59 : Tightening Environmental Standards: The Benefit-Cost or The No-Cost Paradigm?’, The Journal of Economic Perspectives, 1995
Chapter 60 : The Changing Basis of Competition in Organizational Populations: The Manhattan Hotel Industry, 1898–1990
Chapter 61 : Resource and Market-Based Determinants of Performance in The US Banking Industry’, Strategic Management Journal, 1996
Chapter 62 : Competitive Dynamics of Interfirm Rivalry’, The Academy of Management Journal, 1996
Chapter 63 : Structural Analysis of Auction Data’, The American Economic Review, 1996
Chapter 64 : The Interactions of Organizational and Competitive Influences on Strategy and Performance’, Strategic Management Journal, 1997
Chapter 65 : Measuring Globalization of Industries Using a National Industry Approach: Empirical Evidence across Five Countries and over Time’, Journal of International Business Studies, 1997
Chapter 66 : Competition, Commercialization, and The Evolution of Nonprofit Organizational Structures’, Journal of Policy Analysis and Management, 1998
Chapter 67 : Corporate Strategies and Environmental Regulations: An Organizing Framework’, Strategic Management Journal, 1998

Volume IV

Chapter 68 : Configuring Value for Competitive Advantage: On Chains, Shops, and Networks’, Strategic Management Journal, 1998
Chapter 69 : Strategy Shifts in MNC Subsidiaries’, Strategic Management Journal, 1998
Chapter 70 : The Creation of Competitive Advantage by Producer Service Establishments’, Economic Geography, 1999
Chapter 71 : Characteristics of Foreign Subsidiaries in Industry Clusters’, Journal of International Business Studies, 2000
Chapter 72 : The Influence of Triad Nations’ Environments on Price-Quality Product Strategies and MNC Performance’, Journal of International Business Studies, 2000
Chapter 73 : Firms’ Home-Market Relationships: Their Role When Selecting International Alliance Partners’, Journal of International Business Studies, 2000
Chapter 74 : What Have We Learned about Generic Competitive Strategy? A Meta-Analysis’, Strategic Management Journal, 2000
Chapter 75 : Strategy and The Market Process: Introduction to The Special Issue’, Managerial and Decision Economics
Chapter 76 : Firm Strategy, Innovation and Consumer Demand: A Market Process Approach’, Managerial and Decision Economics, 2001
Chapter 77 : The Evolution of Intraindustry Firm Heterogeneity: Insights from a Process Study’, The Academy of Management Journal, 2001
Chapter 78 : An Examination into The Causal Logic of Rent Generation: Contrasting Porter’s Competitive Strategy Framework and The Resource-Based Perspective’, Strategic Management Journal, 2001
Chapter 79 : Competitive Forces and Strategic Choice Decisions: An Experimental Investigation in The United States and Japan’, Strategic Management Journal, 2002
Chapter 80 : Competition in Japan’, The Journal of Economic Perspectives, 2004
Chapter 81 : New Frontiers’, Journal of International Business Studies, 2004
Chapter 82 : Viewpoint: Canadian Competition Policy: Progress and Prospects’, The Canadian Journal of Economics, 2004