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Strategisches Pfadmanagement: „Beyond Path Dependence”

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Zusammenfassung

Die originäre ökonomische Pfadtheorie lässt wenig Raum für strategisch agierende Akteure. Das wird in der Strategieforschung jedoch kaum zur Kenntnis genommen. Ein eher vages oder metaphorisches Verständnis von Pfadabhängigkeit dominiert die Diskussion. Weitestgehend undiskutiert bleibt, welche Relevanz die Theorie der Pfadabhängigkeit einem strategischen Managementhandeln lässt. Vor dem Hintergrund und den Limitationen des begrenzten Spektrums strategischer Handlungsmöglichkeiten, die die originäre Pfadtheorie offenbart, wird ein Konzept strategischen Pfadmanagements entwickelt, das gleichwohl dem ursprünglichen Prozessphasenmodell von Pfadabhängigkeit verhaftet bleibt. Aus diesem Modell heraus werden als Beispiele strategischen Pfadmanagements die Pfadextension sowie Corporate Venture Capital als strategisches Instrument zur Umsetzung der Pfadextension erläutert und anhand eines durchgehenden Beispiels skizziert.

Abstract

The path dependence theory pays little attention to strategic actors and the understanding of path dependence within the strategic management research is rather vague and metaphorical. What is needed is a clear understanding of strategic action in relation to path dependence theory and the inherent limitations of a concept of strategic action within the line of argument of path dependency. Against this backdrop a new modelling of strategic path management that makes use of the process model of path dependence is presented. Moreover, the strategy of path extension as an example of strategic path management is explicated in general and by an example. Furthermore corporate venture capital is defined as a strategic tool for implementing path extensions.

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Georg Schreyögg Peter Conrad

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Duschek, S. (2010). Strategisches Pfadmanagement: „Beyond Path Dependence”. In: Schreyögg, G., Conrad, P. (eds) Organisation und Strategie. Gabler. https://doi.org/10.1007/978-3-8349-8982-6_7

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