“t has become clear from the rumblings and soul-searching in the field of competitive strategy that a revolution is brewing. Managers and strategy researchers are”

— Richard D’Aveni

Foreword
Hypercompetition. 2010

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Richard D’Aveni5

American economist 1953

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“It has become clear from the rumblings and soul-searching in the field of competitive strategy that a revolution is brewing. Managers and strategy researchers are discovering that existing models of strategy are nearly obsolete in the intensity of today's fast-paced competition. Some have called for a more dynamic approach, even questioning the sustainability of competitive advantage in this new environment. But so far, this revolution-waiting-to-happen has had no leader. Now it has.”

Richard D’Aveni (1953) American economist

Foreword
Hypercompetitive rivalries, 1994

“In a nutshell, Blue Ocean Strategy proposes that strategy can shape industry structure, whereas competitive strategy sees strategy as choosing the right position under given structural constraints. The field of strategy has been long dominated by a structuralist view; in other words, the idea that the industry’s structure is fixed. Strategy, as commonly practiced, tees off with industry analysis and is conventionally about matching a company’s strengths and weaknesses to the opportunities and threats present in the existing industry. Here, strategy becomes a zero-sum game where one company’s gain is another company’s loss, as firms are bound by existing market space.”

W. Chan Kim (1951) South Korean economist

"Interview with W.Chan Kim & Renée Mauborgne," in: Blue Ocean Strategy http://centres.insead.edu/blue-ocean-strategy/documents/e-ibosi2015.pdf, INSEAD document, 2015.

“Discourses are tactical elements or blocks operating in the field of force relations; there can exist different and even contradictory discourses within the same strategy; they can, on the contrary, circulate without changing their form from one strategy to another, opposing strategy.”

Michel Foucault (1926–1984) French philosopher

Les discours sont des éléments ou des blocs tactiques dans le champ des rapports de force; il peut y en avoir de différents et même de contradictoires à l'intérieur d'une même stratégie; ils peuvent au contraire circuler sans changer de forme entre des stratégies opposées.
Vol I, pp. 101-102
History of Sexuality (1976–1984)

“I consider myself a mainstream researcher in the field of business policy, and the ideas I want to describe in this paper concern the foundations of a theory of business strategy that is rooted in economics. But is such a paper, whatever its merits, really appropriate at a conference entitled 'Non-traditional Approaches to Policy Research'? Surprisingly, it is. The use of economic theory to model and explicate business strategy, as it is understood within the field of business policy, is distinctly non-traditional.”

Richard Rumelt (1942) American economist

Source: "Towards a strategic theory of the firm." 1997, p. 131; Lead paragraph

“After a little reflection, the best strategy becomes clear: bid aggressively up to a maximum cutoff value and then quit.”

Howard Raiffa (1924–2016) American academic

Part II, Chapter 6, The Role of Time, p. 87.
The Art and Science of Negotiation (1982)

“The strategies that managers employ are at least as important as the facilities at their disposal.”

Anthony Stafford Beer (1926–2002) British theorist, consultant, and professor

Source: Management Science (1968), Chapter 1, Processes and Policies, p. 27.

“From the early years of the Industrial Revolution in England to the present in development countries, the household unit has resisted dependency on factory employment by clinging to a semisubsistence strategy.”

June Nash (1927–2019) American anthropologist

Source: Women, Men, and the International Division of Labor, 1983, p. 93

“The essential complement to the path-breaking book Competitive Strategy, Michael E. Porter’s Competitive Advantage explores the underpinnings of competitive advantage in the individual firm.”

Michael E. Porter (1947) American engineer and economist

Competitive Advantage, 1985

“Despite the roar of voices wanting to equate strategy with ambition, leadership, “vision,” planning, or the economic logic of competition, strategy is none of these. The core of strategy work is always the same: discovering the critical factors in a situation and designing a way of coordinating and focusing actions to deal with those factors.”

Richard Rumelt (1942) American economist

Source: Good Strategy Bad Strategy, 2011, p. 3

“Disarmament for Development is a win-win strategy for States and Peoples. It is time to reduce the spiral of military expenditures and to invest in research into the root causes of conflicts and in the development of strategies of conflict-prevention and resolution.”

Alfred de Zayas (1947) American United Nations official

2014
Source: Disarm and develop – UN expert urges win-win proposition for States and peoples

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