Cliff Bowman

Cliff Bowman (born 1950) is the Professor of Strategic Management at the Cranfield School of Management at Cranfield University. His academic interests are in competitive strategy, dynamic capabilities, strategy processes and the development and leveraging of strategic assets.

Bowman is also a founding director of Stratevolve, a niche strategy consulting firm that works with individual executives and management teams to develop effective business strategies, resolve complex business issues and deliver effective change. Bowman graduated from Liverpool University in 1973 with a BA (Hons) in Economics, a Diploma in Business Studies, and a MBA. He also has a PhD from Cranfield University.^[1]

With David Faulkner, Bowman developed a model used in marketing to analyse the position of a company. This model is known as Bowman's Strategy Clock. The tool is as an elaboration of the three Porter generic strategies on which Bowman has noted his criticism.^[2] It represents eight possible strategies in four quadrants defined by the axes of price and perceived added value. The resulting star shape is reminiscent of a clock face, giving this tool its name.

He is also the author of 9 books and numerous articles, and has delivered keynote speeches at conferences around the world.

Publications

Books

• Value Creating Corporate Leadership, Butterworth Heinemann 2007 (with K. Ward and A. Kakabadse)
• Developing World Class Corporate Strategies, Butterworth Heinemann 2005 (with K. Ward and A. Kakabadse)
• Strategy in Practice, Prentice Hall Europe, 1998.
• Competitive and Corporate Strategy, Irwin, 1996 (with D. Faulkner).
• Management in Practice: A Framework for Managing Organisational Change (with M. Jarrett), June 1996.
• Managing Strategy, Macmillan, 1995, (with D. Asch).
• The Essence of Competitive Strategy, Prentice Hall, 1994, (with D. Faulkner). Translated into Spanish, Russian, Chinese, Czech, Romanian, Korean, Bulgarian and Japanese.
• The Essence of Strategic Management, Prentice Hall, 1990, translated into Spanish, Russian, Chinese, Czech, Romanian, Korean and Japanese.
• Readings in Strategic Management, Macmillan, 1989, (with D. Asch).
• Management in Practice, Heinemann, 1987, (2nd Edition 1993).
• Strategic Management, Macmillan, 1987, (with D. Asch).

Articles

• ‘Dynamic Capabilities: An Exploration of How Firms Renew their Resource Base.' 2009, British Journal of Management Vol 20; SUPP/1; 2009 pp. S9-S24, (with V.Ambrosini and N.Collier)
• ‘What are Dynamic Capabilities and are they a useful construct in strategic management?’ International Journal of Management Reviews 2009 vol 11, issue 1, 29-49 (with V.Ambrosini)
• ‘The Impact of Causal Ambiguity on Competitive Advantage and Rent Appropriation’ British Journal of Management 2009 (with V. Ambrosini)
• Surfacing Tacit Sources of Success International Small Business Journal forthcoming (with V. Ambrosini) August 2008; Vol. 26, No. 4,403-431
• ‘Marketing Mix Standardisation in Multinational Corporations: A Review of the Evidence’ International Journal of Management Reviews, 2007 (with A.Birnik).
• ‘Firm Value Creation and Levels of Strategy’ Management Decision vol.45, no.3 2007 (with V.Ambrosini)
• ‘A contingency approach to resource creation processes’ International Journal of Management Reviews, 2007 (with N. Collier)
• ‘Inter-team coordination activities as a source of customer satisfaction’, Human Relations, 2006 (with S. Burton-Taylor and V.Ambrosini)
• ‘Whose Human Capital? The Challenge of Value Capture When Capital is Embedded’ Journal of Management Studies, forthcoming 2007 (with Juani Swart)
• ‘Identifying Valuable Resources’ 2007, European Management Journal, Vol 25, N0 4, 320-329 (with V. Ambrosini)
• ‘Reducing causal ambiguity to facilitate strategic learning’, Management Learning, 36 (4), 2005, 517-536 (with V.Ambrosini) [This paper received the Citation of Excellence award: it was selected as one of the top fifty articles by Emerald Management Review-Anbar among 15,000 management articles]
• ‘How the resource based and dynamic capability views of the firm inform competitive and corporate level strategy’ British Journal of Management, Vol. 14 2006 (with V. Ambrosini)
• ‘Managerial consensus and corporate strategy: why do executives agree or disagree about corporate strategy?’ European Management Journal, April 2003 (with V. Ambrosini)
• ‘Value in the resource-based view of the firm: A contribution to the debate’, Academy of Management Review, Vol. 26, (4), 2001, pp. 501–502. (with V. Ambrosini)
• ‘Tacit knowledge: some suggestions for operationalization’, Journal of Management Studies, Vol. 38, (6), 2001, pp. 811–829. (with V. Ambrosini)
• ‘Strategy from an Individual Perspective’, European Management Journal, Vol. 18, (2), 2000, pp. 207–215. (with V. Ambrosini).
• ‘Value creation versus value capture: towards a coherent definition of value in strategy’, British Journal of Management, 11, 1-15, 2000. (with V. Ambrosini).
• ‘Action-led strategy and managerial self-confidence’, Journal of Managerial Psychology, Vol. 14 (7/8), 1999, pp. 558–568.
• ‘Top Management Ownership of the Strategy Problem’, Long Range Planning, Vol. 30, (2), pp. 197–208, 1997, (with A. Kakabadse).
• ‘Perceptions of Strategic Priorities, Consensus and Firm Performance’, Journal of Management Studies, 34, (2), 1997, (with V. Ambrosini).
• ‘Using Single Respondents in Strategy Research’, British Journal of Management, 1996 (with V. Ambrosini).
• ‘Tracking realised strategy using perceptions of strategic priorities’, Journal of General Management, Vol, 21 (3), 1996 (with V. Ambrosini).
• ‘Managers Perceptions of the Importance of Supply, Overhead and Operating Costs’, International Journal of Operations and Production Management, Vol. 15 (3), pp. 16–28, 1995, (with C. Armistead and J. Newton).
• ‘Organizing for Competitive Advantage’, European Management Journal, Vol. 13 (4), 1995, (with S. Carter).
• ‘Strategy Workshops and Top Team Commitment to Strategic Change’, Journal of Managerial Psychology, Vol 10 (8), 1995.
• ‘The influence of functional experience on perceptions of strategic priorities’, British Journal of Management, Vol. 6 (2), 1995 (with K. Daniels).
• ‘Implementing Strategy Through Projects’, Long Range Planning, Vol, 27 (4), pp. 125–132, 1994, (with S Pellegrinelli).
• ‘Measuring Product Advantage Using Competitive Benchmarking and Customer Perception’, Long Range Planning, Vol. 27 (1), 1994, pp. 119–132 (with D. Faulkner).
• ‘Stuck in the Old Routines’, European Management Journal, Vol 12 (1), 1994, pp. 76–82.
• ‘Generic Strategies and Congruent Organisational Structures’, European Management Journal, Vol 10 (4), 1992 (with D. Faulkner).
• ‘Surfacing Competitive Strategies’, European Management Journal, Vol 10 (2), 1992, pp. 210–219 (with G. Johnson).

References

1. ^ Cranfield School of Management
2. ^ http://www.stratevolve.com/strategy_papers.htm

• http://www.som.cranfield.ac.uk/som/p1291/People/Faculty/Academic-Faculty-Listing-A-Z/Last-Name-B/Cliff-Bowman