ABSTRACT
Strategic management has increasingly been subject to scrutiny through a wide variety of disciplinary lenses and models, including Porter's influential volumes (Porter, 1980, 1985) on competitive strategy and competitive advantage. These ‘partial’ models have been borrowed from such disciplines as industrial organisation, organisational behaviour, international business, and decision theory. However, many of these ‘partial’ models either ignore or severely underestimate the complexity present in most strategic situations.
