The Oxford Handbook of Strategy

A Strategy Overview and Competitive Strategy
Erscheinungsjahr 2006
ISBN: 978-0-19-927521-2
Verlag: Oxford University Press

Buch, Englisch, 1062 Seiten, Format (B × H): 172 mm x 245 mm, Gewicht: 1801 g

Reihe: Oxford Handbooks

The Oxford Handbook of Strategy covers the key subject areas and issues currently under discussion in the field of strategy. It unites a team of contributors who are all 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.

Chapters examine six key areas: Approaches to Strategy, Strategic Analysis and Formulation, Corporate Strategy; International Strategy; Strategies of Organizational Change; and Strategic Flexibility and Uncertainty.

Autoren/Hrsg.

Faulkner, David O.

Campbell, Andrew

Fachgebiete

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

Inhaltsverzeichnis

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

- Part I: Approaches to Strategy

- 2.: J. Kay, P. McKiernan, and D. O. Faulkner: The History of Strategy

- 3.: M. Slater: The Boundary of the Firm

- 4.: D. Barron: Evolutionary Theory

- 5.: R. Loveridge: Institutional Theory

- 6.: D. Teece: Technology Strategy

- 7.: P. Johnson: The Valuation of Strategies

- 8.: R. Grant: The Knowledge-based Approach

- Part II: Strategic Analysis and Formulation

- 9.: R. Pitkethly: Analysing the Environment

- 10.: J. McGee: Strategic Groups

- 11.: R. G. Coyle: Scenario Planning

- 12.: R. Sanchez: Analysing Internal and Competitor Resources

- 13.: S. Tallman: Dynamic Capabilities

- 14.: C. Bowman: Strategy Formulation

- 15.: J. Child: Organizational Learning

- 16.: S. Segal-Horn: Strategy in Service Organizations

- Part III: Corporate Strategy

- 17.: M. Goold and K. Sommers Luchs: Diversification

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

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

- 20.: R. Schoenberg: Mergers and Acquisitions

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

- Part IV: International Strategy

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

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

- 24.: P. Buckley: The Multinational Corporation

- Part V: Strategies of Organizational Change

- 25.: R. Whipp: Managing Change

- 26.: P. McKiernan: Turnarounds

- 27.: R. Whittington: Organization Structure

- 28.: P. Williamson: Organization Renewal

- Part VI: Strategic Flexibility and Uncertainty

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

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

- 31.: H. Volberda: Strategic Flexibility

Über Autor(innen)

David Faulkner is Professor of Strategy at the Royal Holloway School of Management, University of London. His specialist research area is International Cooperative Strategy and Acquisitions on which subject he has written, edited or co-authored a number of books. He is an Oxford educated economist by background and spent much of his early career as a strategic management consultant with McKinsey and Co. and Arthur D.Little.

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.