The Oxford Handbook of Strategy

Volume Two: Corporate Strategy
Erscheinungsjahr 2003
ISBN: 978-0-19-924864-3
Verlag: Oxford University Press

Buch, Englisch, 546 Seiten, Format (B × H): 175 mm x 252 mm, Gewicht: 1050 g

The Oxford Handbook of Strategy is a two-volume set on the key subject areas and issues currently under discussion in the field of strategy. It unites an international team of contributors who are all recognised authorities on the topic of their chapter. The Handbook will be of considerable value to researchers, graduate students, and teachers whose interest in the subject area has advanced beyond that of the traditional textbooks, and to managers and consultants who seek an authoritative, accessible, and up-to-date discussion of the fundamentals of strategy.

Volume Two looks at the challenges and choices for the corporation under four main headings: Corporate Strategy (Diversification, The Role of the Centre, Mergers and Acquisitions, Strategic Alliances and Networks); International Strategy; Strategies of Organizational Change (Managing Change, Turnarounds, Organizational Structure, Organizational Renewal); and Strategic Flexibility and Uncertainty (Game Theory, A Real Options Framework, Strategic Flexibility). It concerns itself primarily with the multi-business unit corporation, how it decides which businesses to be in, and how to run them.

Autoren/Hrsg.

Faulkner, David O.

Campbell, Andrew

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien

Inhaltsverzeichnis

- 1.: A. Campbell and D. O. Faulkner: Introduction

- Part I: Corporate Strategy

- 2.: M. Goold and K. Luchs: Diversification

- 3.: C. K. Prahalad and Y. Doz: The Rationale for Multibusiness Companies

- 4.: A. Campbell: The Role of the Centre

- 5.: R. Schoenberg: Mergers and Acquisitions

- 6.: D. O. Faulkner: Strategic Alliances and Networks

- Part II: International Strategy

- 7.: D. O. Faulkner: International Strategy

- 8.: A. Rugman and A. Verbeke: Global Strategy

- 9.: P. Buckley: The Multinational Corporation

- Part III: Strategies of Organizational Change

- 10.: R. Whipp: Managing Change

- 11.: P. McKiernan: Turnarounds

- 12.: R. Whittington: Organization Structure

- 13.: P. Williamson: Organization Renewal

- Part IV: Strategic Flexibility and Uncertainty

- 14.: J. H. Powell: Game Theory

- 15.: B. Kogut: A Real Options Framework

- 16.: H. Volberda: Strategic Flexibility

Über Autor(innen)

David Faulkner is a Tutorial Fellow and Member of the Governing Body of Christ Church, Oxford, and Oxford University Lecturer in Strategic Management at the Saïd Business School where he is a former Director of the MBA programme. His specialist research area is International Cooperative Strategy and Acquisitions on which subject he has written, edited or co-authored a number of books.; Andrew Campbell is a Director of Ashridge Strategic Management Centre and active as a consultant on strategic issues for major corporate clients. He is also a visiting professor at City University. He holds an MBA from the Harvard Business School where he was a Harkness Fellow and a Baker Scholar.