Robert A. Burgelman – författare

The new wave of organizational innovations involves new types of arrangements between individuals and corporations. It is likely to continue to produce new organizational forms, spanning the entire range of combinations of markets and hierarchies and involving complex, sometimes protracted negotiation processes between individuals and corporate entities. Such negotiation processes, we believe, will be an increasingly pervasive aspect of corporate life and an important mechanism for facilitating the new integration of individualism and big business through corporate entrepreneurship.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise. Based on extensive primary research conducted over more than 15 years, this book documents the differential contribution of HP's successive CEOs in sustaining the company's integral process of becoming. It uses a comprehensive strategic leadership framework to examine and explain the role of the CEO: (1) defining and executing the key tasks of strategic leadership, and (2) developing four key elements of the company's strategic leadership capability. The study of the strategic leadership of HP's successive CEOs revealed the paradox of corporate becoming, the existential situation facing successive CEOs (that justifies the book's empathic approach), and the importance of the CEO's ability to harness the company's past while also driving its future. Building on these novel insights, the book shows how the frameworks used to conceptualize the tasks of strategic leadership and the development of strategic leadership capability can serve as steps toward a dynamic theory of strategic leadership that animates an evolutionary framework of corporate becoming. This framework will be helpful for further theory development about strategic leadership and also offers practical tools for founders of new companies and CEOs and boards of directors of existing companies who intend to create, run or oversee companies built for continued relevance, longevity and greatness.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise.Based on extensive primary research conducted over more than 15 years, this book documents the differential contribution of HP''s successive CEOs in sustaining the company''s integral process of becoming. It uses a comprehensive strategic leadership framework to examine and explain the role of the CEO: (1) defining and executing the key tasks of strategic leadership, and (2) developing four key elements of the company''s strategic leadership capability.The study of the strategic leadership of HP''s successive CEOs revealed the paradox of corporate becoming, the existential situation facing successive CEOs (that justifies the book''s empathic approach), and the importance of the CEO''s ability to harness the company''s past while also driving its future. Building on these novel insights, the book shows how the frameworks used to conceptualize the tasks of strategic leadership and the development of strategic leadership capability can serve as steps toward a dynamic theory of strategic leadership that animates an evolutionary framework of corporate becoming. This framework will be helpful for further theory development about strategic leadership and also offers practical tools for founders of new companies and CEOs and boards of directors of existing companies who intend to create, run or oversee companies built for continued relevance, longevity and greatness.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise.Based on extensive primary research conducted over more than 15 years, this book documents the differential contribution of HP''s successive CEOs in sustaining the company''s integral process of becoming. It uses a comprehensive strategic leadership framework to examine and explain the role of the CEO: (1) defining and executing the key tasks of strategic leadership, and (2) developing four key elements of the company''s strategic leadership capability.The study of the strategic leadership of HP''s successive CEOs revealed the paradox of corporate becoming, the existential situation facing successive CEOs (that justifies the book''s empathic approach), and the importance of the CEO''s ability to harness the company''s past while also driving its future. Building on these novel insights, the book shows how the frameworks used to conceptualize the tasks of strategic leadership and the development of strategic leadership capability can serve as steps toward a dynamic theory of strategic leadership that animates an evolutionary framework of corporate becoming. This framework will be helpful for further theory development about strategic leadership and also offers practical tools for founders of new companies and CEOs and boards of directors of existing companies who intend to create, run or oversee companies built for continued relevance, longevity and greatness.

How did a pioneering company in the semiconductor industry not only survive but thrive in the face of the explosive change and upheavals that forced it to transform itself twice in the course of its thirty-year history? The answer lies in the quality of its strategy-making process, contends leading strategic management scholar Robert A. Burgelman in this extraordinary book based on an exhaustive twelve-year study he conducted inside Intel Corporation. Granted the opportunity to track Intel''s strategy-making through his close teaching collaboration with its chairman, Andy Grove, at Stanford Business School since 1988, Burgelman has written a definitive and far-reaching account of how highly educated top managers groped their way through strategic conundrums. His account of the evolution of key events in Intel''s history is illustrated with extensive quotes from its cofounder Gordon Moore, Andy Grove, current CEO Craig Barrett, and dozens of other Intel executives. His study allows these leaders to speak for themselves in scores of highly rendered executive portraits. Using thoroughly tested conceptual tools, Burgelman first documents the key role played by mid-level managers in transforming Intel from a memory company into a microprocessor company during the late 1970s and early 1980s, which led to the heartbreaking decision to abandon the business on which the company had been founded in 1968. He then makes readers eyewitnesses to the complex set of complementary strategic thrusts orchestrated by Andy Grove to make Intel capi- talize on the extraordinary opportunities associated with the phenomenal growth of the PC industry during the late 1980s and the 1990s. He reconstructs Grove''s resolution of the struggle between two competing micro- processor architectures within Intel that caused civil war to erupt, and he shows how Intel''s superbly run strategy-making process in the core business, paradoxically, made it difficult for internal entrepreneurs to extend the company''s strategic reach. This allows him to link the strategic leadership challenges, faced today by Craig Barrett, to Intel''s illustrious past and to provide suggestions for how these challenges can be met. At once a history of strategy-making at Intel as well as a strategy-making field manual that any high-technology manager will need to consult frequently, Strategy Is Destiny truly describes strategy-in-action as the way of life of senior executives in the corporation of the future.

This volume provides a collection of cross-country analysis of innovation, showing that the effects of innovation upon firms vary from one country to another. Incumbents perish in one country, while they thrive in the same industry in another country. Startups thrive in response to new technological breakthroughs in one country and struggle in another country. Drawing upon studies of semiconductors, disk drives and biotechnology, and examining institutions such as patent systems and venture capital, this volume takes issue with predictions of convergence, and convincingly demonstrates the multiple paths that technologies and innovations can follow.

If entrepreneurship remains as important to the economy as ever, then the continuing failure of mainstream economics to adequately account for entrepreneurship indicates that fundamental principles require re-evaluation. It seems no longer possible to expect that only theoretical refinements and extending known principles can provide for a theory of entrepreneurship. This book contributes to the emergence of the entrepreneurial economics field, or school of thought, in which the study of patterns in the complex, seemingly chaotic and unpredictable process of entrepreneurship and its role in the economy stands central. Its articles provide interesting new ideas and insights on a theory of entrepreneurship in the economy (W.J. Baumol, D.B. Audretsch, A.V. Bhide) in Part One, and interesting recent research on entrepreneurship in Part Two.