Strategy as Vector and the Inertia of Coevolutionary Lock-in
通过研究英特尔CEO安迪·格鲁夫1987-1998年间的战略制定过程，揭示了高度成功的战略向量如何导致公司与个人电脑市场共同进化锁定，进而产生战略惯性，影响新业务开发和组织学习。
To examine the consequences of a period of extraordinary success for the long-term adaptive capability of a firm's strategy-making process, this comparative longitudinal study of Andy Grove's tenure as Intel Corporation's chief executive officer (CEO) documents how he moved Intel's strategy-making process from an internal-ecology model to the classical rational-actor model during 1987-1998. His creation of a highly successful strategy vector pursued through an extremely focused induced-strategy process led to coevolutionary lock-in with the personal computer market segment, in which Intel's strategy making became increasingly tied to its existing product market. Intracompany analysis of four new business development cases highlights the inertial consequences of coevolutionary lock-in. The paper examines implications of coevolutionary lock-in in terms of its effect on balancing induced and autonomous strategy processes and exploitation and exploration in organizational learning.