SECTION I: INTRODUCTION TO THE RESOURCE ALLOCATION PROCESS
1. Linking Resource Allocation to Strategy
2. Modeling the Resource Allocation Process
3. The Role of Strategy Making in Organizational Evolution
4. Anomaly-Seeking Research: Thirty Years of Theory Development
SECTION II: WHEN THE BOTTOM-UP PROCESS FAILS
5. When the Bottom-up Resource Allocation Process Fails
6. Customer Power, Strategic Investment, and the Failure of Leading Firms
7. No Exit: The Failure of Bottom-up Strategic Processes and the Role of Top-down Disinvestment
8. The Process of International Expansion: Comparing Established Firms and Entrepreneurial Start-ups
SECTION III: RESTORING THE BOTTOM-UP PROCESS
9. Restoring the Bottom-up Process of Resource Allocation
10. Strategy Making as an Iterated Process of Resource Allocation
11. Resource vs. Routine Rigidity: Toward an Interpretive Model of Response to Discontinuous Change
SECTION IV: THE NEED FOR TOP-DOWN INTERVENTION
12. Corporate Intervention in Resource Allocation
13. The Entrepreneurial M-Form: A Case Study of Strategic Integration in a Global Media Company
14. Strategic Flexibility: The Value of Corporate-level Real Options as a Response to Uncertainty in the Pursuit of Strategic Integration
15. Resource Allocation Process in Multidimensional Organizations: MNCs and Alliances
SECTION V: OUTSIDE COMMENTARIES ON THE RAP PERSPECTIVE
16. Resource Allocation, Strategy, and Organization: An Economist's Thoughts
17. Comments on the Resource Allocation Process
18. Research Complementarities: A Resource-Based View of the Resource Allocation Process Model (and Visa Versa)
19. CEO as Change Agent?
SECTION VI: CONCLUSION
20. A Revised Model of the Resource Allocation Process