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Efficiency v. Structure-Conduct-Performance: Implications for Strategy Research and Practice

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CONTRIBUTORS:
  Author McWilliams, A
  Author Smart, D
JOURNAL:
  Journal of Management (JofM), 19(1), 63 - 78.
YEAR: 1993
PUB TYPE: Journal Article
SUBJECT(S): None
DISCIPLINE: No discipline assigned
HTTP:
LANGUAGE: English
PUB ID: 103-370-660 (Last edited on 2002/02/27 18:45:15 US/Mountain)
SPONSOR(S):
 
ABSTRACT:
The strategic management field has derived many of its theoretical concepts from other social science disciplines including economics, psychology, and sociology. Industrial organization (IO) economics and the structure-conduct-performance paradigm, in particular, provided many of the building blocks upon which strategy formulation was constructed (Barney, 1986; Harrigan, 1981; Porter, 1981). However, some researchers are now questioning this transfer of theory from IO economics to Strategic Management (Barney, 1986; Conner, 1991; Hirsch & Friedman, 1986; Rumelt, 1984).
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