Strategic Flexibility: Managing in a Turbulent Environment / Edition 1

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Strategic Flexibility Managing in a Turbulent Environment Edited byGary Hamel, London Business School, UK C. K. Prahalad, Universityof Michigan, USA Howard Thomas, University of Illinois atUrbana-Champaign, USA Don O’Neal, University of Illinois atSpringfield, USA Published in association with the StrategicManagement Society, The Wiley Strategic Management Series aims toillustrate the ‘best in global strategic management’ foracademics, business practitioners and consultants. This book looksat five main issues:

  • Innovation — moving from a strategy of low-cost leadershipto one of innovation, utilizing pockets of innovation,technological development from R&D consortia, and the influenceof strategic trajectories on technological innovation.
  • Organization — deliberate and emergent corporate cultures,value-creation as a function of organizational form, strategicreengineering as a framework for understanding industries, andchanging organizational structure to enhance organizationalknowledge.
  • Leadership — good ethics vs. good business, the role ofleaders in managing knowledge, the influence of corporateheadquarters on organizational learning, measuring boardperformance, and where strategic ideas come from.
  • Partnership — managing supplier relationships, andunderstanding the knowledge structures of European managers.
  • Competence — a renewed model of competence, determiningoptimal organizational form in MNCs, an empirical analysis of thevalue of having/developing core competences, and mechanisms formatching firm-level competences with industry-level sources ofcompetitive advantage.
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Product Details

  • ISBN-13: 9780471984733
  • Publisher: Wiley
  • Publication date: 1/28/1999
  • Series: Strategic Management Series, #8
  • Edition number: 1
  • Pages: 416
  • Product dimensions: 6.31 (w) x 9.33 (h) x 1.15 (d)

Meet the Author

About the Editors Gary Hamel is Professor of Strategic andInternational Management at London Business School. He was formerlyvisiting Professor of International Business at the Graduate Schoolof Business Administration, University of Michigan. Gary Hamelteaches on corporate senior executive programmes, and is aconsultant to various American, European and Japanesemultinationals. He is on the editorial board of the StrategicManagement Journal and is a member of the Global Business Network.He is author of Competing for the Future with C. K. Prahalad. C. K.Prahalad is Harvey C. Fruehauf Professor of Business Administrationand Professor of Corporate Strategy and International Business atthe Graduate School of Business Administration, University ofMichigan. He has consulted with many multinational firms includingMotorola, AT&T, Philips, Honeywell and Eastman Kodak. He isco-author with Gary Hamel of the McKinsey Award winning article,The Core Competence of the Corporation. Howard Thomas is Dean ofthe College of Commerce and Business Administration at theUniversity of Illinois at Urbana-Champaign, and James F. ToweyProfessor of Strategic Management at UIUC. He became Dean in May1992. Prior to this he was Foundation Professor of Management atthe Australian Graduate School of Management, New South Wales, andDirector of the Doctoral Program at London Business School,England. He is internationally recognized as one of the leadingexperts in the field of strategic management theory. He serves onthe editorial boards of various management journals and isPresident for the Strategic Management Society and has publishedwidely in the areas of corporate and competitive strategy. He hasan international reputation as a consultant in strategy and serveson a number of boards. Donald O'Neal, MBA and PhD (BusinessAdministration), University of Illinois is an Assistant Professorof Management at the University of Illinois at Springfield. After asuccessful business career, including management positions inengineering and sales, and, latterly, as Vice President of HumanResources he studied for a doctorate in strategic management at theUIUC. In addition to teaching his interests include research incorporate governance and consulting in the areas of strategy andleadership.

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Table of Contents


Improving Innovation Performance in Older Firms: The GeneralManager'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, etal.).


The H-P Way: An Application Using Deliberate and Emergent CorporateCultures to Analyze Strategic Competitive Advantage (S. Kowalczyk& G. Giusti).

Good for Practice: An Integrated Theory of the Value of AlternativeOrganizational Forms (R. Miles, et al.).

Strategic Reengineering: An Internal Industry Analysis Framework(K. Pritsker).

Changing Formal and Informal Structure to Enhance OrganizationalKnowledge (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 KnowledgeManagement and Wisdom (S. Green & P. Cooper).

Information Competences and Knowledge Creation at the CorporateCentre (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 inthe 21st Century (J. Dyer, et al.).

An Investigation of the Knowledge Structures of French and GermanManagers (S. Floyd, et al.).


The Alchemy of Competence (T. Durand).

Structure Decisions and the Multinational Enterprise: A DynamicCompetence Perspective (D. Garvis & W. Bogner).

Discovering Strategy: Competitive Advantage from IdiosyncraticExperimentation (R. McGrath).

Strategic Renewal and Competence Building: Four Dynamic Mechanisms(H. Volderba & C. Baden-Fuller).

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