The Strategy Reader / Edition 2

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Overview

The second edition of this successful Strategy Reader retains many of the classic readings from the previous edition, such as those by Porter, Mintzberg, Grant, Hamel and Prahalad, while adding more recent top-quality articles by prominent international scholars such as Shapiro, Teece, Hitt and Miller.

  • New topics covered include corporate social responsibility, new technology, ethics, strategic alliances, corporate parenting, diversification, and chaos/complexity theory.
  • Guides students through the literature with extensive editorial commentary.
  • Provides an ideal accompaniment to any major strategy textbook.
  • Also of interest to managers seeking to broaden their understanding of the strategic issues facing their organization.
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Product Details

  • ISBN-13: 9781405126878
  • Publisher: Wiley
  • Publication date: 11/29/2004
  • Edition description: Revised
  • Edition number: 2
  • Pages: 568
  • Product dimensions: 6.69 (w) x 9.61 (h) x 1.15 (d)

Meet the Author

Susan Segal-Horn is Professor of International Strategy at the Open University Business School, where she is also Chair of the Strategy MBA Programme. She is the co-author of The Dynamics of International Strategy (1999) and editor of The Challenge of International Business (1994).

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Table of Contents

Introduction: The Development of Strategic Management Thought: Susan Segal-Horn.

Part 1 - What Is Strategy?.

1. Of strategies, deliberate and emergent: Henry Mintzberg & James Waters.

2. Strategy as stretch and leverage: Gary Hamel & C. K. Prahalad.

3. What is strategy? Michael Porter.

Part 2 - The Context of Strategy.

4. How much does industry matter? Richard Rumelt.

5. Strategic planning as if ethics mattered: Larue T. Hosmer.

6. Green and competitive: ending the stalemate: Michael Porter & Claas van der Linde.

7. On the limits of a firm-based theory to explain business networks: the Western bias of neo-classical economics: Nicole Woolsey Biggart & Gary Hamilton.

8. The art of standards wars: Carl Shapiro & Hal R. Varian.

Part 3 - The Resource-Based View of Strategy.

9. The core competence of the corporation: C. K. Prahalad & Gary Hamel.

10. The resource-based theory of competitive advantage: implications for strategy formulation: Robert Grant.

11. Strategic assets and organisational rent: Raphael Amit & Paul Schoemaker.

12. Dynamic capabilities & strategic management: David J. Teece, Gary Pisano & Amy Shuen.

Part 4 - Connections Between Strategy, Structure and Process.

13. The structuring of organisations: Henry Mintzberg.

14. Creating a sense of mission: Andrew Campbell & Sally Yeung.

15. Managing strategic change: Strategy, Culture & Action – Gerry Johnson.

16. Strategic product creation: managing new interactions of technology, markets & organisations: Ron Sanchez.

Part 5 - Issues in Corporate Strategy.

17. Corporate strategy & parenting theory: Michael Goold, Andrew Campbell & Marcus Alexander.

18. Related diversification, core competences & corporate performance: Constantinos C. Markides & Peter J. Williamson.

19. Developing & managing strategic alliances, building social capital and creating value: Michael A. Hitt, R. Duane Ireland & Michael D. Santoro.

Part 6 – Developing International Strategy.

20. Global strategy: an organising framework: Sumantra Ghoshal.

21. Preparing for the future: evolution of the transnational: Christopher Bartlett, Sumantra Ghoshal & Julian Birkinshaw.

22. The internationalisation of service firms: Susan Segal-Horn.

23. Entrepreneurship in multinational corporations: the characteristics of subsidiary initiatives: Julian M. Birkinshaw.

Part 7 – Postscript.

24. The Icarus paradox: Danny Miller.

25. Surfing the edge of chaos: Richard T. Pascale.

26. Perspectives on strategy: Geoff Jones.

Index

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