Dynamic Strategic Resources: Development, Diffusion and Integration / Edition 1by Kevin P. Coyne
Pub. Date: 11/28/1999
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, et al.).
ORGANIZATIONAL RESOURCES: OUTCOMES AND STRATEGY.
Core Competencies and the Knowledge of the Firm (M. Oliveira Junior).
Why Resources Matter: An Empirical Study of the Influence of Knowledge-Based Resources on New Market Entry (S. Marsh & A. Ranft).
The Relative Contributions of Inimitable, Non-Transferable and Non-Substitutable Resources to Profitability and Market Performance (R. Durand).
The Evolution of Strategy in a Newly Transformed Organization: The Interplay Between Strategy Development and Corporate Culture (M. Schwarz & J. Nandhakumar).
Different Industries and Different Customer Values Require Different Resources: Towards the Marriage of Strategic Positioning Theory 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 AND GOVERNANCE.
Transition Processes Towards the N-Form Corporation: Strategic Implications for Knowledge Flows (F. van den Bosch & R. van Wijk).
"Creative Destruction" or "Creative Cooperation"?: A Tale of Two Industries (F. Rothaermel).
Design as a Strategic Alliance: Expanding the Creative Capability of the Firm (B. Jevnaker & M. Bruce).
The Timing of Strategic Alliances (P. Bierly & E. Kessler).
Governance of RTransaction Cost, Resources, Inertia and Social Capital (T. Keil).
Salient Options: Strategic Resource Allocation Under Uncertainty (R. McGrath & P. Dubini).
The Influence of Leveraging Tacit Overseas Knowledge for Global New Product Development Capability: An Empirical Examination (M. Subramaniam & N. Venkatraman).
What is the Role of Performance Goals in Product Development?: A Study of Japanese Camera Manufacturers (K. Koga & A. Davila).
Unnatural Acts: Building the Mature Firm's Capability for Breakthrough Innovation (R. Leifer & M. Rice).
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