Dynamic Strategic Resources: Development, Diffusion and Integration / Edition 1by Kevin P. Coyne
Dynamic Strategic Resources Development, Diffusion and Integration Edited by Michael A. Hitt, Texas A&M University, USA Patricia Gorman Clifford, University of Connecticut at Stamford, USA Robert D. Nixon, Tulane University, USA Kevin P. Coyne, McKinsey and Company, Atlanta, USA Published in association with the Strategic Management Society, The Wiley Strategic… See more details below
Dynamic Strategic Resources Development, Diffusion and Integration Edited by Michael A. Hitt, Texas A&M University, USA Patricia Gorman Clifford, University of Connecticut at Stamford, USA Robert D. Nixon, Tulane University, USA Kevin P. Coyne, McKinsey and Company, Atlanta, USA 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.
Table of Contents
The Development and Use of Strategic Resources (M. Hitt, etal.).
ORGANIZATIONAL RESOURCES: OUTCOMES AND STRATEGY.
Core Competencies and the Knowledge of the Firm (M. OliveiraJunior).
Why Resources Matter: An Empirical Study of the Influence ofKnowledge-Based Resources on New Market Entry (S. Marsh & A.Ranft).
The Relative Contributions of Inimitable, Non-Transferable andNon-Substitutable Resources to Profitability and Market Performance(R. Durand).
The Evolution of Strategy in a Newly Transformed Organization: TheInterplay Between Strategy Development and Corporate Culture (M.Schwarz & J. Nandhakumar).
Different Industries and Different Customer Values RequireDifferent Resources: Towards the Marriage of Strategic PositioningTheory and the Resource-Based View of the Firm (J. Wilson).
Does Sticking to the Knitting Unravel Your Corporate Reputation?(S. Carter & Wm. G. Sanders).
Getting There by Lurches: The Rugged Road to Globalization (P.Dubini & I. MacMillan).
ORGANIZATIONAL RESOURCES: DEVELOPMENT, COMMITMENT ANDGOVERNANCE.
Transition Processes Towards the N-Form Corporation: StrategicImplications for Knowledge Flows (F. van den Bosch & R. vanWijk).
"Creative Destruction" or "Creative Cooperation"?: A Tale of TwoIndustries (F. Rothaermel).
Design as a Strategic Alliance: Expanding the Creative Capabilityof the Firm (B. Jevnaker & M. Bruce).
The Timing of Strategic Alliances (P. Bierly & E.Kessler).
Governance of RTransaction Cost, Resources, Inertia and SocialCapital (T. Keil).
Salient Options: Strategic Resource Allocation Under Uncertainty(R. McGrath & P. Dubini).
The Influence of Leveraging Tacit Overseas Knowledge for Global NewProduct Development Capability: An Empirical Examination (M.Subramaniam & N. Venkatraman).
What is the Role of Performance Goals in Product Development?: AStudy of Japanese Camera Manufacturers (K. Koga & A.Davila).
Unnatural Acts: Building the Mature Firm's Capability forBreakthrough Innovation (R. Leifer & M. Rice).
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