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The Wiley Strategic Management Series aims to illustrate the 'best in global strategic management' for academics, business practitioners and consultants. This book addresses some of the most significant issues currently facing business strategists, including restructuring and reorganization, global competition, strategic change, and organizational learning. These issues are, of course, currently relevant but as thoughts and approaches to management issues they are timeless in their nature and importance. Strategic Integration addresses another of the concerns and missions of the Strategic Management Society—interdisciplinary approaches to strategic management. The book examines the historical roots, current issues and future challenges relating to the distinctiveness of strategic management set against a specialized functional area or a specific academic discipline.
Partial table of contents:
BOARDS AND GOVERNANCE.
Patterns of Corporate Board Behavior: A Typology (K. Jonnergard & C. Svensson).
Coporate Governance: The Ideological Imperative (B. Tricker).
COMPETITION AND CORE COMPETENCES.
Relocating Core Competencies: The Case of Banking and Financial Services (M. Alexis & P. Hirsch).
Sticking to the Knitting: Recipe for Industrial Decline (D. Connell).
The Horizontal Organization (F Ostroff & D. Smith).
Riding the Wild Tiger (R. Tearle).
Measuring Strategic Performance (M. Vitale, et al.).
Longevity of Organizational Alliances (J. Patterson).
Integrating Technology Strategy and Marketing Strategy (R. Sanchez).