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organization results—profitability being related to concentration and to market share—could arise under perfect competition if there was uncertainty in the sources of efficiency. This result was key in the development of the "resource-based view" of strategic success. Rumelt's 1991 empirical follow-on (How Much Does
Industry Matter?) showed that most of the dispersion of profit rates in the economy was between business units rather than between industries. His 2011 book (Good Strategy Bad Strategy: The Difference and Why it Matters) redefined strategy as a form of problem solving. It was chosen one of six finalists for the Financial Times & Goldman Sachs Business Book of the Year award for 2011. His book
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213:' second tenure as Apple CEO, where he streamlined product lines to position Apple as a niche computer provider while awaiting new opportunities. However, Rumelt cautions against coordination without purpose, as it can lead to reduced specialization. In contrast, he characterizes bad strategy as often consisting of fluff, excessively complex language, and the conflation of goal-setting with strategy.
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at the UCLA school of business. In 1993 he was appointed to the Harry and Elsa Kunin Chair in
Business and Society. During 1993-96 he taught at INSEAD (France), where he received the Shell Chair in Management. Rumelt was a founding member of the Strategic Management Society and served as its president in 1995-98.
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in 1963-65. He received his doctorate from the
Harvard Business School in 1972 and joined the Harvard Business School faculty as an Assistant Professor. On leave from HBS, he helped found and teach at the Iran Center for Management Studies during 1972-74. In 1976 he joined the faculty of Management
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He is noted for having made several key contributions to the study of business and corporate strategy. His 1974 study of diversification strategy inaugurated a stream of work on the performance implications of diversification. His 1982 paper with Steven
Lippman showed how classical industrial
205:, outlines his views on the nature of effective strategy. He argues that good strategy involves identifying key facts and problems and then coordinating a focused response. Examples include the
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Lippman, S. and Rumelt R . 1982. Uncertain
Imitability: An Analysis of Interfirm Differences in Efficiency Under Competition, The Bell Journal of Economics
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Lippman, S. A.; Rumelt, R. P. (1982). "Uncertain
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was published in 2022 and was selected as one of the top business books of 2022 by the
Financial Times and by the Globe & Mail.
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Rumelt, R.P., 1991. How Much Does
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Rumelt, R, 2011. Good
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Rumelt, R. 1974. Strategy, Structure, and Economic Performance, Harvard Business School Press.
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BigSpeak Speakers Bureau: Keynote Speakers, Business Speakers and Celebrity Speakers
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Rumelt is married to Kate Rumelt; the couple enjoys hiking and skiing. They live in
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Rumelt, R. 1991. How Much Does Industry Matter?, Strategic Management Journal.
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Rumelt, R., 2022 The Crux: How Leaders Become Strategists, Public Affairs.
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Rumelt, R., 2011. The Perils of Bad Strategy. McKinsey Quarterly, 1(3).
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Good strategy, bad strategy : the difference and why it matters
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Rumelt, Richard P. (1991-01-01). "How Much Does Industry Matter?".
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Anderson School of Management. He joined the school in 1976 from
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Good Strategy/Bad Strategy: The Difference and Why it Matters
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Good Strategy/Bad Strategy: the difference and why it matters
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Rumelt, Richard P. (1991). "How Much Does Industry Matter?".
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Good Strategy Bad Strategy: The Difference and Why it Matters
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Good Strategy Bad Strategy: The Difference and Why it Matters
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Fundamental issues in strategy : a research agenda
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