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More About This Textbook
Overview
Editorial Reviews
R. Subramanian
"The editors of this well-crafted collection posit that the field is at a critical inflection point, whichwarrants both a retrospective and forward-looking examination. The editors are to be commended for bringing together a diverse, scholarly group of writers to focus their attention on the growing and highly important field of strategic management. Highly recommended."Product Details
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Meet the Author
Professor Pettigrew’s current research interests include the management of strategic change processes within organisations and the relationship between leadership, change and performance.
Professor Pettigrew’s background in sociology and anthropology, where contextual and historical study are vital, informs his research methodology. Pettigrew believes that his work is to ‘catch reality in flight’ and to ‘give time to time’, encouraging researchers to emulate historians and ‘reconstruct past contexts, processes, and decisions’.
Alongside his pure research, Pettigrew is concerned with practice and has been engaged internationally in consulting and advisory roles, from consulting on strategic change and management in the NHS to working with the boards of top corporations. He is Chairman of the Academic Sounding Board for McKinsey’s worldwide organisation practice.
Pettigrew also studies the processes, practices and performance of collaborative academic research, addressing the ways business schools and researchers themselves deal with decision-making, innovation and strategic change management. He works with both the European Foundation for Management Development (EMFD) and the UK’s Economics and Social Research Council (ESRC) to understand and improve research in the social sciences and management.
Pettigrew is author or co-author of 15 books and over 100 journal articles. He is recognised within the management community as one of the foremost researchers and practitioners in strategy and change management.
In 2003 Pettigrew became only the third business school professor to be made a Fellow of the British Academy. He is a Fellow of both the British Academy of Management, and the US Academy of Management. He is also the only non-North American to be named a Distinguished Scholar of the US Academy of Management. He is the recipient of a Richard Whipp Lifetime Achievement Award by the British Academy of Management, and in 2009 he was awarded an OBE for services to higher education.
Pettigrew has a degree in sociology at Liverpool University, and a PhD in industry sociology from Manchester Business School. Pettigrew lectured at Yale before returning to the UK, where he launched the Centre for Corporate Strategy and Change at Warwick University in 1985 and served as Dean of the University of Bath’s School of Management until he joined the Saïd Business School in 2008.
Pettigrew has been awarded honorary doctorates from the University of Linkoping in Sweden (1989), University of Liverpool (2010) and Copenhagen Business School (2010).
Prof Howard Thomas has developed a global career in business and management education spanning almost 50 years. He began his career as a Graduate Tutor and Assistant Lecturer in the London School of Economics in 1964. His teaching and research interests include Business Policy and Strategic Management and he is a distinguished Professor of Strategic Management.
Richard Whittington teaches strategy at the Saïd Business School and New College, where he is Millman Fellow in Management
Table of Contents
Strategic Management - Andrew Pettigrew, Howard Thomas and Richard Whittington
The Strengths and Limitations of a Field
The Domain of Strategic Management - Edward H Bowman, Harbir Singh and Howard Thomas
History and Evolution
PART TWO: THINKING AND ACTING STRATEGICALLY
Constructing Competitive Advantage - Karel Cool, Luis Almeida Costa and Ingemar Dierickx
Corporate Strategy - Robert M Grant
Managing Scope and Strategy Content
Corporate Strategy - Constantinos Markides
The Role of the Centre
Corporate Structure - Richard Whittington
From Policy to Practice
Knowledge-Based View - Katheleen M Eisenhardt and Filipe M Santos
A New Theory of Strategy?
Managing Cognition and Strategy - Joseph Porac and Howard Thomas
Issues, Trends and Future Directions
Strategy Process - Balaji Chakravarthy and Roderick E White
Forming, Implementing and Changing Strategies
Strategic Change Processes - Raghu Garud and Andrew H Van de Ven
Top Management, Company Directors and Corporate Control - Gerald F Davis and Michael Useem
PART THREE: CHANGING CONTEXTS
International Management and Strategy - Bruce Kogut
Quasi Strategy - Ewan Ferlie
Strategic Management in the Contemporary Public Sector
Entrepreneurship, Small Firms and Wealth Creation - Rita Gunther McGrath
A Framework Using Real Options Analysis
The Strategy and Management of International Institutions - Winfried Ruigrok
Technology in Corporate Strategy - Keith Pavitt and W Edward Steimueller
Change, Continuity and the Information Revolution
What Are the Responsibilities of Business to Society? - David A Whetten, Gordon Rands and Paul Godfrey
PART FOUR: LOOKING FORWARD
The Conduct of Strategy Research - Haridimos Tsoukas and Christian Knudsen
Business History and Strategy - David J Jeremy
Theorizing the Future of Strategy - N Venkatraman and Mohan Subramaniam
Questions for Shaping Strategy Research in the Knowledge Economy
Conclusion - Richard Whittington, Andrew Pettigrew and Howard Thomas
Doing More in Strategy Research