As a business school discipline, strategy is remarkably new. By many accounts, its status as a discipline within business schools didn’t take hold until after the publication of Michael Porter’s books, Competitive Strategy in 1980 and Competitive Advantage in 1985. These books powerfully translated industrial organization economics into useful tools and logic for managers, and firmly entrenched competitive advantage as the strategist’s central object. Corporations were to discover and occupy a unique and valuable position that delivered sustained profits beyond that enjoyed by competitors. From these ideas evolved concepts that have shaped pedagogy in strategy courses for decades.
In 1996, I began teaching a course labeled corporate ...
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