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Foundations of Corporate SuccessHow Business Strategies Add Value$
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John Kay

Print publication date: 1995

Print ISBN-13: 9780198289883

Published to Oxford Scholarship Online: November 2003

DOI: 10.1093/019828988X.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 18 September 2019

Conclusions

Conclusions

Chapter:
(p.364) Chapter 22 Conclusions
Source:
Foundations of Corporate Success
Author(s):

John Kay (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/019828988X.003.0022

This concluding chapter discusses how the military analogy wrongly continues to exercise such a powerful hold on thinking about corporate strategy, and how it has lead to two of the most widespread fallacies in the interpretation of business behaviour and economic performance. The first one is the overestimation of the importance of size and scale, while the second is the excessive emphasis on leadership vision and determination as a determinant of corporate success. The central theme of this book is that competitive advantage and corporate success are generally based on stability, continuity in relationships and on the identification and exploitation of distinctive capabilities

Keywords:   competitive advantage, continuity, corporate strategy, distinctive capabilities, leadership, military, relationships, scale, stability

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