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The Oxford Handbook of Strategy: Strategy Overview and Competitive Strategy

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Overview


The Oxford Handbook of Strategy is a two-volume set on the key subject areas and issues currently under discussion in the field of strategy. It unites a team of contributors who are all authorities on the topic of their chapter. The handbook will be of considerable value to researchers, graduate students, and teachers whose interest in the subject area has advanced beyond that of the traditional textbooks, and to managers and consultants who seek an authoritative, accessible, and up-to-date discussion of the fundamentals of strategy.

About the Series
Oxford Handbooks in Business & Management bring together the world's leading scholars on the subject to discuss current research and the latest thinking in a range of interrelated topics including Strategy, Organizational Behavior, Public Management, International Business, and many others. Containing completely new essays with extensive referencing to further reading and key ideas, the volumes, in hardback or paperback, serve as both a thorough introduction to a topic and a useful desk reference for scholars and advanced students alike.

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Product Details

  • ISBN-13: 9780198782551
  • Publisher: Oxford University Press, USA
  • Publication date: 4/28/2003
  • Series: Oxford Handbooks Series
  • Pages: 544
  • Product dimensions: 6.70 (w) x 9.70 (h) x 1.50 (d)

Meet the Author

David Faulkner is a Tutorial Fellow and Member of the Governing Body of Christ Church, Oxford, and Oxford University Lecturer in Strategic Management at the Said Business School where he is a former Director of the MBA programme. His specialist research area is International Cooperative Strategy and Acquisitions on which subject he has written, edited or co-authored a number of books. He is an Oxford educated economist by background and spent much of his early career as a strategic management consultant with McKinsey and Co. and Arthur D.Little. Andrew Campbell is a Director of Ashridge Strategic Management Centre and active as a consultant on strategic issues for major corporate clients. He is also a visiting professor at City University. Previously he was a Fellow in the Centre for Business Strategy at the London Business School, and a consultant for six years with McKinsey & Co, working on strategy and organisation problems in London and Los Angeles. He also spent three years as a loan officer with Investors in Industry. Andrew Campbell holds an MBA from the Harvard Business School where he was a Harkness Fellow and a Baker Scholar.

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Table of Contents

1. Introduction, D. O. Faulkner and A. Campbell
Part I: Approaches to Strategy
2. The History of Strategy, J. Kay, P. McKiernan, and D. O. Faulkner
3. The Boundary of the Firm, M. Slater
4. Evolutionary Theory, D. Barron
5. Institutional Theory, R. Loveridge
6. Technology Strategy, D. Teece
7. The Valuation of Strategies, P. Johnson
8. The Knowledge-based Approach, R. Grant
Part II: Strategic Analysis and Formulation
9. Analyzing the Environment, R. Pitkethly
10. Strategic Groups, J. McGee
11. Scenario Planning, R. G. Coyle
12. Analyzing Internal and Competitor Resources, R. Sanchez
13. Dynamic Capabilities, S. Tallman
14. Strategy Formulation, C. Bowman
15. Organizational Learning, J. Child
16. Strategy in Service Organizations, S. Segal-Horn

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