Dominant logic relates to the main means a company uses to make a profit. In essence, it is an interpretation of how a company has succeeded. It describes the cultural norms and beliefs that the company espouses.
Negatively, it is logic which locks a company into thinking about making money in only one way. It is often used when talking about inefficient reasons for diversification of a company. This narrowed approach by a company can prevent a conducive environment for innovating and can stifle creativity. Dominant Logic is antipodal to the idea of using different methods and ways for generating profit. It is similar to the idea of kaizen which focuses on one process.
In the field of strategic management, C. K. Prahalad and Richard A. Bettis described the concept of dominant logic in 1986. Prahalad and Bettis suggested that the way top managers deal with the increasing diversity of strategic decisions in a company, which are caused by acquisitions or structural changes in the core business, depends on the cognitive orientation of those top managers. Dominant logic consists of the mental maps developed through experience in the core business.
- C. K. Prahalad; Richard A. Bettis (Nov–Dec 1986). "The Dominant Logic: A New Linkage between Diversity and Performance". Strategic Management Journal. 7 (6): 485–501. doi:10.1002/smj.4250070602.
- Bettis, Richard A.; Coimbatore K. Prahalad (1995). "The dominant logic: Retrospective and extension". Strategic management journal. 16 (1): 5–14. doi:10.1002/smj.4250160104.
- Grant, Robert M. (1988). "On 'dominant logic', relatedness and the link between diversity and performance". Strategic Management Journal. 9 (6): 639–64. doi:10.1002/smj.4250090610.
- Kor, Yasemin Y.; Andrea Mesko (2013). "Dynamic managerial capabilities: Configuration and orchestration of top executives' capabilities and the firm's dominant logic". Strategic Management Journal. 34 (2): 233–244. doi:10.1002/smj.2000.
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