From resource allocation to strategy

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