Dynamic Strategic Resources: Development, Diffusion and Integration / Edition 1

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Overview

Dynamic Strategic Resources Development, Diffusion and IntegrationEdited by Michael A. Hitt, Texas A&M University, USA PatriciaGorman Clifford, University of Connecticut at Stamford, USA RobertD. Nixon, Tulane University, USA Kevin P. Coyne, McKinsey andCompany, Atlanta, USA Published in association with the StrategicManagement Society, The Wiley Strategic Management Series aims toillustrate the 'best in global strategic management' for academics,business practitioners and consultants.

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Product Details

  • ISBN-13: 9780471625339
  • Publisher: Wiley
  • Publication date: 11/28/1999
  • Series: Strategic Management Series
  • Edition number: 1
  • Pages: 480
  • Product dimensions: 6.18 (w) x 9.53 (h) x 1.26 (d)

Meet the Author

About the Editors Michael A. Hitt holds the Paul M. and RosalieRobertson Chair in Business Administration at Texas A&MUniversity. He received his Ph.D. from the University of Coloradoand has received an honorary doctorate from the Universidad CarlosIII de Madrid in recognition of his scholarly contributions inbusiness administration. He has authored or co-authored severalbooks and book chapters and numerous journal articles in suchjournals as the Academy of Management Journal, Strategic ManagementJournal and Academy of Management Review. Furthermore, he hasserved as Consulting Editor (1988-90) and Editor (1991-1993) of theAcademy of Management Journal. He is a past President of theAcademy of Management and is a Fellow in that organization.Following Michael Porter (1994) and C.K. Prahalad (1995), hereceived the 1996 Award for Outstanding Academic Contributions toCompetitiveness from the American Society for Competitiveness.Patricia Gorman Clifford is currently an Assistant Professor ofManagement at the University of Connecticut. She has served as aStrategy Specialist for McKinsey and Company since 1996 and bringsa decade of consulting and managerial experience - ranging fromfacilitating global mergers and acquisitions to managing a smalltextile mill - to her current role. Her research interests include:the generation and adoption of strategic solutions, management ofinter-firm relationships and non-traditional organizational forms,and dynamics of inter-firm collaboration. Robert D. Nixon is anassistant professor of Strategic Management at the A.B. FreemanSchool of Business, Tulane University. He earned his engineeringdegree from Brigham Young University and his Ph.D. in StrategicManagement from Texas A&M University. Dr. Nixon's research hasbeen published in the Journal of Engineering and TechnologyManagement, Entrepreneurship Theory & Practice, MarketingScience Institute and Organizational Dynamics, as well as in theproceedings of national conferences. His extensive industrialexperiences encompass work for international, high-technology firmsand the founding and management of more than a dozenentrepreneurial firms. Kevin P. Coyne is a Director in the Atlantaoffice of McKinsey and Company. Over the last several years, he hasled McKinsey's Strategy Theory Initiative, a large R&D projectto advance the state of the art in this field. His previousarticles on strategy have been published in the Harvard BusinessReview, Sloan Management Review, Journal of Business Strategy,McKinsey Quarterly, Business Horizons, and others. In 1998, heserved as the Conference Chairman for the Strategic ManagementSociety's annual conference in Orlando, Florida. Mr. Coyne receivedan M.B.A. (with Distinction) from the Harvard Business School in1978 and a Bachelor of Arts from Rice University that same year.

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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).

Subject Index.

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