The Blinders of Dominant Logic
This article argues that the dominant logic embedded in an organisation may keep it on the road ahead, but it also acts as a blinder to peripheral vision. It says that managers need to look at beyond the borders of their industries and geographies to find new opportunities and rethink the logic of t...
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| Veröffentlicht in: | Long range planning 2004-04, Vol.37 (2), p.171-179 |
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| Format: | Artikel |
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| container_end_page | 179 |
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| container_issue | 2 |
| container_start_page | 171 |
| container_title | Long range planning |
| container_volume | 37 |
| creator | Prahalad, C.K. |
| description | This article argues that the dominant logic embedded in an organisation may keep it on the road ahead, but it also acts as a blinder to peripheral vision. It says that managers need to look at beyond the borders of their industries and geographies to find new opportunities and rethink the logic of the business. It refers to corporate examples where shifts in organisations’ dominant logic allowed traditional assumptions about value creation to be reassessed and resulted in successful forays into the periphery. |
| doi_str_mv | 10.1016/j.lrp.2004.01.010 |
| format | Article |
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| fulltext | fulltext |
| identifier | ISSN: 0024-6301 |
| ispartof | Long range planning, 2004-04, Vol.37 (2), p.171-179 |
| issn | 0024-6301 1873-1872 |
| language | eng |
| recordid | cdi_proquest_journals_236636620 |
| source | Elsevier ScienceDirect Journals |
| subjects | Logic Organizational behavior Value chain |
| title | The Blinders of Dominant Logic |
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