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CONFIGURATIONS REVISITED

CONFIGURATIONS REVISITED,10.1002/(SICI)1097-0266(199607)17:7<505::AID-SMJ852>3.0.CO;2-I,Strategic Management Journal,DANNY MILLER

CONFIGURATIONS REVISITED   (Citations: 190)
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Journal: Strategic Management Journal - STRATEG MANAGE J , vol. 17, no. 7, pp. 505-512, 1996
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    • ...When each practice complements one another, the configurational approach goes beyond a bivarite interaction, and assumes complex causality and higher-order interactions that cannot be explained with linear relationships, thus bringing out synergistic effects on performance (Delery and Doty 1996; Miller 1996; Guest 1997; Fiss 2007)...

    Kim Clarket al. MNC practice transfer: institutional theory, strategic opportunities a...

    • ...Competition per se has been the focus of scholars of industrial economics and structural analysis (Porter, 1980), strategic groups and configurations (Cool & Schendel, 1987; Miller, 1996), game theory (Brandenburger & Nalebuff, 1996), network theory (Tsai, 2002), population ecology (Freeman, Carroll, & Hannan, 1983), and competitive dynamics (Baum & Korn, 1996; Smith, Grimm, & Gannon, 1992)...

    Ming-Jer Chenet al. Competitive Dynamics: Themes, Trends, and a Prospective Research Platf...

    • ...Building on this and on the configurational approach (Meyer et al. 1993, Miller 1996), Storbacka et al. (2008) propose that one way to describe the resource integration aspect of markets is to view markets as configurations of interdependent elements that make increased...
    • ...Configurations are constellations of design elements that are orchestrated by a single theme (Miller 1996)...
    • ...A key objective of configurations is to create harmony, consonance, or fit between configurative elements (Meyer et al. 1993, Miller 1996, Normann 2001)...

    Kaj Storbackaet al. Scripting markets: From value propositions to market propositions

    • ...; Miller, 1996...

    Kaj Storbackaet al. Markets as configurations

    • ...Such information is expected to be suitable for making joint decisions at an inter-organisational planning and operational level (Gustavsson and Jonsson 2008), and thereby will help improve supply chain performance for the chain members involved (Miller 1996, Mendelson and Pillai 1998, Frohlich and Westbrook 2002, Gosain et al...

    Wei-Hsi Hunget al. Sharing information strategically in a supply chain: antecedents, cont...

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