Building the Strategically-Responsive Organization

Overview

Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the ‘best in global strategic management’ for academics, business practitioners and consultants. This book addresses some of the most significant issues currently facing business strategists, including education, strategic intent, competitive dynamics, industry evolution, strategic change, value chains, and globalization. Balancing theoretical and practical perspectives is also an important ...
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1994 Hard cover New. No dust jacket. Sewn binding. Cloth over boards. 502 p. Contains: Illustrations. Strategic Management Series. Audience: General/trade. *****PLEASE NOTE: ... This item is shipping from an authorized seller in Europe. In the event that a return is necessary, you will be able to return your item within the US. To learn more about our European sellers and policies see the BookQuest FAQ section***** Read more Show Less

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Overview

Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the ‘best in global strategic management’ for academics, business practitioners and consultants. This book addresses some of the most significant issues currently facing business strategists, including education, strategic intent, competitive dynamics, industry evolution, strategic change, value chains, and globalization. Balancing theoretical and practical perspectives is also an important consideration in this volume. Contributors John B. Alvord George Bain Jane A. Barnett Andrew Campbell Bala Chakravarthy Jon A. Chilingerian Arnold C. Cooper Roland Deiser Yves Doz Carolyn P. Egri Avi Fiegenbaum Peter J. Frost Michael Goold Vijay Govindarajan Anil K. Gupta Jan Hall Gary Hamel Sam Hariharan Stuart Hart Bo Hellgren Rikard Larsson R. Ian Lennox Martin Lindell Peter Lorange John McArthur Leif Melin Henry Mintzberg Toshikazu Mitsuda Susanne Östlund C. K. Prahalad Dan Schendel Françoise Simon Clayton G. Smith Michael Spence Paul J. Verdin Kim Warren Peter J. Williamson Timothy C. Woods
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Product Details

  • ISBN-13: 9780471943990
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 11/28/1994
  • Series: Strategic Management Series , #1
  • Edition number: 1
  • Pages: 502
  • Product dimensions: 6.32 (w) x 9.21 (h) x 1.32 (d)

Meet the Author

About the editors Howard Thomas is Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana-Champaign, and James F. Towey Professor of Strategic Management at UIUC. He became Dean in May 1992, after serving as Interim Dean since August 1991. Prior to this he was Foundation Professor of Management at the Australian Graduate School of Management, AGSM, Australia’s National Business School in Sydney, New South Wales, and Director of the Doctoral Program at London Business School, England. He is internationally recognized as one of the leading experts in the field of strategic management theory. He serves on the editorial boards of various management journals and is Vice President of Publications for the Strategic Management Society and has published widely in the areas of corporate and competitive strategy. He has an international reputation as a consultant in strategy and serves on a number of boards. Donald E. O’Neal, MBA and PhD (Business Administration) University of Illinois, is an Assistant Professor of Management at Sangamon State University in Springfield, Illinois. After a successful business career, including management positions in engineering and sales and, latterly, as Vice President of Human Resources, he studied for a doctorate in strategic management at UIUC. His interests include research in corporate governance, and consulting in the areas of strategy and leadership. Rod White is an Associate Professor in the Business Policy area at the Western Business School, Ontario where, since 1979, he has taught business policy and strategic management. He also serves as Director of the Western Business School’s Doctoral Program. His research interests and consulting activities include the functioning of top management teams, questions of business strategy, organization relationships within large,complex companies, and the strategic management of foreign-owned subsidiaries. Currently he is exploring how groups of managers in an organizational setting learn, or fail to learn, and how this process contributes to organizational excellence and renewal. David Hurst is a speaker, writer and consultant on management with a unique niche in the field. For many years he was an operating executive in the steel industry. His articles have appeared in leading business journals and he is the author of a book on organizational renewal to be published by Harvard Business School Press in 1995. He is a research fellow at Western Business School’s National Centre for Research and Development in Management.
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Table of Contents

Partial table of contents:

The Greening of Business Schools (G. Bain, et al.).

STRATEGY, STRATEGIC INTENT, AND COMPETITIVE ADVANTAGE.

Breaking the Frame: Strategy as Stretch and Leverage (G. Hamel).

MANAGING STRATEGIC CHANGE.

The Organizational Politics of Sustainable Development (C. Egri & P. Frost).

IMPLICATIONS OF INDUSTRY EVOLUTION AND COMPETITIVE DYNAMICS.

Entry into Threatening Young Industries: Challenges and Pitfalls (C. Smith & A. Cooper).

MANAGING IN AND AROUND THE GLOBAL VALUE CHAIN.

Global Localization of Japanese MNCs (T. Mitsuda).

ENVIRONMENTAL IMPLICATIONS FOR GLOBAL MARKETING.

Environmental Strategies in the Triad (F. Simon).

PARTING SHOTS.

Parting Shots: Our Real Ridge (H. Mintzberg).

Index.

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