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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.
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 businessnetworks: the Western bias of neo-classical economics: NicoleWoolsey 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 andProcess.
13. The structuring of organisations: Henry Mintzberg.
14. Creating a sense of mission: Andrew Campbell & SallyYeung.
15. Managing strategic change: Strategy, Culture & Action– Gerry Johnson.
16. Strategic product creation: managing new interactions oftechnology, 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 & corporateperformance: Constantinos C. Markides & Peter J.Williamson.
19. Developing & managing strategic alliances, buildingsocial capital and creating value: Michael A. Hitt, R. DuaneIreland & Michael D. Santoro.
Part 6 – Developing International Strategy.
20. Global strategy: an organising framework: SumantraGhoshal.
21. Preparing for the future: evolution of the transnational:Christopher Bartlett, Sumantra Ghoshal & Julian Birkinshaw.
22. The internationalisation of service firms: SusanSegal-Horn.
23. Entrepreneurship in multinational corporations: thecharacteristics 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.