Strategic Renaissance and Business Transformation / Edition 1

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Strategic Renaissance and Business Transformation Edited by Howard Thomas, Don O'Neal, and James Kelly

The contributions in this volume provide an eclectic and therefore intriguing selection of ideas in Strategic Management. The integration of strategic perspectives exemplifies many of the most important issues facing strategic management today and in the immediate future.

  • Restructuring and reorganization
  • Global competition
  • Strategic change
  • Organizational learning
  • Privatization and national renaissance
  • Complexity and context

Strategic Renaissance and Business Transformation is concerned with building and maintaining bridges between theory and practice. On the research side it generates and tests theories related to business and management; and on the practitioner side it demonstrates how to learn, understand, and apply tested theories in practice.

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Product Details

  • ISBN-13: 9780471957515
  • Publisher: Wiley
  • Publication date: 12/12/1995
  • Series: Strategic Management Series, #2
  • Edition number: 1
  • Pages: 500
  • Product dimensions: 1.25 (w) x 6.00 (h) x 9.00 (d)

Meet the Author

Howard Thomas is Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana-Champaign, and James F. Towey Professor of Strategic Management at UIUC. He became Dean in May 1992, after serving as Interim Dean since August 1991. Prior to this he was Foundation Professor of Management at the Australian Graduate School of Management, AGSM, Australia's National Business School in Sydney, New South Wales, and Director of the Doctoral Program at London Business School, England. He is internationally recognized as one of the leading experts in the field of strategic management theory. He serves on the editorial boards of various management journals and is Vice President of Publications and President-Elect of the Strategic Management Society and has published widely in the areas of corporate and competitive strategy. He has an international reputation as a consultant in strategy and serves on a number of boards.

Donald E. O'Neal, MBA and PhD (Business Administration) University of Illinois, is an Assistant Professor of Management at The University of Illinois at Springfield. After a successful business career, including management positions in engineering and sales and, latterly, as Vice President of Human Resources, he studied for a doctorate in strategic management at UIUC. His interests include research in corporate governance, and consulting in the areas of strategy and leadership.

James N. Kelly is the joint Chairman of Gemini, and is the author of several articles on the strategic management of complex organizations, he has spoken at numerous internal and external conferences on the transformation of organizations. He co-founded the MAC Group (A Gemini predecessor company) in 1964, serving as President and CEO until 1982 when he moved to London to start the European arm of the firm's practice. Through his experience he is a world expert in the management and transformation of multinational organizations. His consulting experience includes work with the world leaders in financial, pharmaceuticals, telecommunications and consumer products industries. In addition he has contributed to the planning and development of independent schools, universities and other non-profit institutions as part of his charitable activities. Mr Kelly received an MBA from Harvard Business School and a BA from DePauw University.

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Table of Contents

Partial table of contents:


Competition Policy and Privatization during the Transition ofCentral and Eastern Europe to a Market Economy: An OrganizationalPerspective (J. Langenfeld & D. Yao).


Strategies for Winning in International Manufacturing and Sourcing(P. Dixon & B. Hedley).


Strategies, Organizational Learning and Careers: The Fall-Out fromRestructing (R. Jalland & H. Gunz).


Causes and Consequences of Corporate Restructuring. (C.Markides).


On Studying Managerial Elites (A. Pettigrew).


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