Strategic Flexibility: Managing in a Turbulent Environment / Edition 1by Gary Hamel
Pub. Date: 01/28/1999
Strategic Flexibility Managing in a Turbulent Environment Edited by Gary Hamel, London Business School, UK C. K. Prahalad, University of Michigan, USA Howard Thomas, University of Illinois at Urbana-Champaign, USA Don O’Neal, University of Illinois at Springfield, USA Published in association with the Strategic Management Society, The Wiley Strategic… See more details below
Strategic Flexibility Managing in a Turbulent Environment Edited by Gary Hamel, London Business School, UK C. K. Prahalad, University of Michigan, USA Howard Thomas, University of Illinois at Urbana-Champaign, USA Don O’Neal, University of Illinois at Springfield, 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. This book looks at five main issues:
- Innovation moving from a strategy of low-cost leadership to one of innovation, utilizing pockets of innovation, technological development from R&D consortia, and the influence of strategic trajectories on technological innovation.
- Organization deliberate and emergent corporate cultures, value-creation as a function of organizational form, strategic reengineering as a framework for understanding industries, and changing organizational structure to enhance organizational knowledge.
- Leadership good ethics vs. good business, the role of leaders in managing knowledge, the influence of corporate headquarters on organizational learning, measuring board performance, and where strategic ideas come from.
- Partnership managing supplier relationships, and understanding the knowledge structures of European managers.
- Competence a renewed model of competence, determining optimal organizational form in MNCs, an empirical analysis of the value of having/developing core competences, and mechanisms for matching firm-level competences with industry-level sources of competitive advantage.
Table of Contents
Improving Innovation Performance in Older Firms: The General Manager's Role (J. Christiansen).
Everyday Innovation/Everyday Strategy (G. Johnson & A. Huff).
Cooperative R&D and Competence Building (B. Quelin & C. Mothe).
Strategic Trajectories and Patterns of Innovation (J. Stimpert, et al.).
The H-P Way: An Application Using Deliberate and Emergent Corporate Cultures to Analyze Strategic Competitive Advantage (S. Kowalczyk & G. Giusti).
Good for Practice: An Integrated Theory of the Value of Alternative Organizational Forms (R. Miles, et al.).
Strategic Reengineering: An Internal Industry Analysis Framework (K. Pritsker).
Changing Formal and Informal Structure to Enhance Organizational Knowledge (T. Thompson & K. Valley).
Opening Pandora's Box: Do Good Ethics Make Good Business? (P. Godfrey, et al.).
Sage, Visionary, Prophet and Priest: Leadership Styles of Knowledge Management and Wisdom (S. Green & P. Cooper).
Information Competences and Knowledge Creation at the Corporate Centre (Y. Merali & J. McGee).
Evaluating Board Performance (D. O'Neal & H. Thomas).
Where Do Strategic Ideas Come From? (P. Raimond).
Strategic Supplier Segmentation: A Model for Managing Suppliers in the 21st Century (J. Dyer, et al.).
An Investigation of the Knowledge Structures of French and German Managers (S. Floyd, et al.).
The Alchemy of Competence (T. Durand).
Structure Decisions and the Multinational Enterprise: A Dynamic Competence Perspective (D. Garvis & W. Bogner).
Discovering Strategy: Competitive Advantage from Idiosyncratic Experimentation (R. McGrath).
Strategic Renewal and Competence Building: Four Dynamic Mechanisms (H. Volderba & C. Baden-Fuller).
and post it to your social network
Most Helpful Customer Reviews
See all customer reviews >