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The strategy reader / editor, Susan Segal-Horn.

Contributor(s): Material type: TextTextPublication details: Oxford : Blackwell, 2004.Edition: 2nd edDescription: xvi, 523 p. : ill. ; 25 cmISBN:
  • 9781405126878 (pbk.) :
  • 1405126876 (pbk.)
Subject(s): DDC classification:
  • 658.4012 SEG
LOC classification:
  • HD30.28 .S73969 2004
Contents:
Part V.Issues in corporate strategy -- 17.Corporate strategy and parenting theory. Michael Goolds, ANdrew Campbell and Marcus Alexander -- 18.Relted diversification, core competences and corporate performance. Constantions C. Markides and Peter J. Williamson -- 19.Developing and managing strategic alliances, building social capital and creating value. Micahel A. Hitt, R. Duane Ireland and Michael D. Santoro -- Part VI. Developing international strategy -- 20.Global strategy: An organizing framework. Sumanta Ghoshal -- 21.Preparing for the future: evolution of transnation. Christopher Bartlett, Sumantra Ghosal and Julian Birkinshaw -- 22.The internationalization of service firms -- 23.Entrepreneurship in multinational corporations: the characteristics of sibsidiary initiatives. Julian Birkinshaw -- Part VII.Postcript -- 24.The Icaurs paradox: how exceptional companies bring about their own downfall. Danny Miller -- 25.Surfing the edge of chaos. Ricahrd T. Pascale -- 26.Perspectives on strategy. Geoff Jones.
Introduction. The development of strategic management thought -- Part 1.What is strategy? -- 1.Of strategies, deliberate and emeergent. Henry Mintzberg and James A. Waters -- 2.Strategy as stretch and leverage. Gary Hamel and C. K. Prahalad -- 3.What is strategy? Michael E. Porter -- Part II.The context of strategy -- 4.How much does industry matter? Richard P. Rumelt -- 5.Strategic planning as if ethics mattered. Laru Tone Hosmer -- 6.Green and competitive: ending the stalemate. Michael E. Porter and Claas van der Linde -- 7.On the limits of a firm-based theory to explain business networks: the western bias of neo-classical economics. Nicole Woolsey Biggart and Gary G. Hamilton -- 8,The art of standard wars. Carl Shapiro and Hal R. Varian -- Part III.The resource-based view of strategy -- 9.The core competence of the corporation. C. K. Rahalad and Gary Hamel -- 10.The resource-based theory of competitive advantage: implications for strategy formulation. Robert M. Grant -- 11.Strategic assets and organizational rent. Raphael Amit and Paul J. H. Schoemaker -- 12.Dynamic capabilities and strategic management. David J. Teece, Gary Pisano and Amy Shuen -- Part IV.Connections between strategy, structure and process -- 13.The structuring of organizations. Henry Mintzberg -- 14.Creating a sense of mission. Andrw Campbell and Sally Yeung -- 15.Managing strategic change: strategy, culture and action. Gerry Johnson -- 16.Strategic product creation: managing new interactions of technology, markets and organizations. Ron Sanchez
Summary: 'The Strategy Reader' has been expanded to include recent articles by scholars such as Shapiro, Teece, Hitt & Miller, & to cover new topics such as corporate social responsibility, new technology, ethics, strategic alliances, corporate parenting, diversification, & chaos/complexity theory.
Holdings
Item type Current library Call number Copy number Status Date due Barcode
Long Loan TUS: Midlands, Main Library Athlone General Lending 658.4012 SEG (Browse shelf(Opens below)) 1 Available 222312

Previous ed.: 1998.

Published in association with the Open University.

Includes bibliographical references and index.

Part V.Issues in corporate strategy -- 17.Corporate strategy and parenting theory. Michael Goolds, ANdrew Campbell and Marcus Alexander -- 18.Relted diversification, core competences and corporate performance. Constantions C. Markides and Peter J. Williamson -- 19.Developing and managing strategic alliances, building social capital and creating value. Micahel A. Hitt, R. Duane Ireland and Michael D. Santoro -- Part VI. Developing international strategy -- 20.Global strategy: An organizing framework. Sumanta Ghoshal -- 21.Preparing for the future: evolution of transnation. Christopher Bartlett, Sumantra Ghosal and Julian Birkinshaw -- 22.The internationalization of service firms -- 23.Entrepreneurship in multinational corporations: the characteristics of sibsidiary initiatives. Julian Birkinshaw -- Part VII.Postcript -- 24.The Icaurs paradox: how exceptional companies bring about their own downfall. Danny Miller -- 25.Surfing the edge of chaos. Ricahrd T. Pascale -- 26.Perspectives on strategy. Geoff Jones.

Introduction. The development of strategic management thought -- Part 1.What is strategy? -- 1.Of strategies, deliberate and emeergent. Henry Mintzberg and James A. Waters -- 2.Strategy as stretch and leverage. Gary Hamel and C. K. Prahalad -- 3.What is strategy? Michael E. Porter -- Part II.The context of strategy -- 4.How much does industry matter? Richard P. Rumelt -- 5.Strategic planning as if ethics mattered. Laru Tone Hosmer -- 6.Green and competitive: ending the stalemate. Michael E. Porter and Claas van der Linde -- 7.On the limits of a firm-based theory to explain business networks: the western bias of neo-classical economics. Nicole Woolsey Biggart and Gary G. Hamilton -- 8,The art of standard wars. Carl Shapiro and Hal R. Varian -- Part III.The resource-based view of strategy -- 9.The core competence of the corporation. C. K. Rahalad and Gary Hamel -- 10.The resource-based theory of competitive advantage: implications for strategy formulation. Robert M. Grant -- 11.Strategic assets and organizational rent. Raphael Amit and Paul J. H. Schoemaker -- 12.Dynamic capabilities and strategic management. David J. Teece, Gary Pisano and Amy Shuen -- Part IV.Connections between strategy, structure and process -- 13.The structuring of organizations. Henry Mintzberg -- 14.Creating a sense of mission. Andrw Campbell and Sally Yeung -- 15.Managing strategic change: strategy, culture and action. Gerry Johnson -- 16.Strategic product creation: managing new interactions of technology, markets and organizations. Ron Sanchez

'The Strategy Reader' has been expanded to include recent articles by scholars such as Shapiro, Teece, Hitt & Miller, & to cover new topics such as corporate social responsibility, new technology, ethics, strategic alliances, corporate parenting, diversification, & chaos/complexity theory.

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