Strategic Discovery

Competing in New Arenas
1. Auflage 1998
ISBN: 978-0-471-97632-5
Verlag: Wiley

Buch, Englisch, 358 Seiten, Format (B × H): 157 mm x 235 mm, Gewicht: 748 g

Die weitreichenden Entwicklungen, die sich in dem immer schneller vollziehenden weltwirtschaftlichen Wandel manifestieren, stellen für Unternehmen strategische Gelegenheiten dar. Ziel des Buches ist es, anhand von drei Themenkomplexen (Wettbewerb und Kernkompetenz, Joint Ventures und strategische Allianzen sowie Unternehmensperformance) das Verständnis dieses Prozesses zu vertiefen, und zwar insbesondere am Beispiel Nord- und Südamerikas. (10/97)

Autoren/Hrsg.

Thomas, Howard

O'Neal, Donald E.

Alvarado, Raul

Inhaltsverzeichnis

Introduction;
COMPETITION AND CORE COMPETENCIES: Technological Complexity and the New Architecture of Competition;
Developing Global Strategies for Service Businesses;
Core Competence and Global Competitive Advantage: Global Capabilities in Service MNCs;
Competence-Based Strategies When Facing Innovation: But What Is Competence? JOINT VENTURES AND STRATEGIC ALLIANCES: The Strategic Transformation of the Worldwide Pharmaceutical Industry: Schumpterian Shocks and Core Skills;
Competing to Cooperate: Antecedents of "Follow the Leader" Behavior in US Joint Ventures in Latin America;
Alliance Strategies for US Firms in Mexico: A Managerial Model of Resources and Transactional Concerns for Alliance Success;
The Competitiveness of Mexico's Auto Industry in the New Global Environment: The Case of Ford;
The Benchmark Ford-Mazda Assembly Plant in Hermosillo Mexico;
How some American Firms Are Adapting to NAFTA: An Exploratory Study of Three Cases;
CORPORATE PERFORMANCE;
Corporate Restructuring: The Result of Good or Bad Governance?;
Who wins in Governance Reform? Conventional Wisdom 1, Shareholders 0;
The Strategic and Environmental Correlates of Performance: Evidence from the Japanese Automobile Manufacturers 1972-1991;
Measuring the Distribution of Returns among Stakeholders: Method and Application to US and Japanese Auto Companies;
The Transformation of Fiat Auto Poland;

Partial table of contents:

COMPETITION AND CORE COMPETENCE.

Technological Complexity and the New Architecture of Competition(P. Norman & R. Bettis).

Developing Global Strategies for Service Businesses (C. Lovelock& G. Yip).

Competence-Based Strategies when Facing Innovation: But what IsCompetence?

(T. Durand & S. Guerra-Vieira).

JOINT VENTURES AND STRATEGIC ALLIANCES.

Competing to Cooperate: Antecedents of "Follow-the-Leader" Behaviorin US Joint Ventures in Latin America (J. Gimeno & R.Hoskisson).

The Benchmark Ford-Mazda Assembly Plant in Hermosillo Mexico (G.Bannister, et al.).

CORPORATE PERFORMANCE.

Corporate Restructuring: The Result of Good or BadGovernance?

(S. Chatterjee & R. Kosnik).

Who Wins in Governance Reform?: Conventional Wisdom 1, Shareholders0 (B. Boyd, et al.).

Measuring the Distribution of Returns among Stakeholders: Methodand Application to US and Japanese Auto Companies (M. Lieberman& A. Chacar).

The Transformation of Fiat Auto Poland (K. Haanes et al.).

Index.

Über Autor(innen)

About the Editors

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 for 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 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.

Raul Alvarado has formerly been Professor and Head of the Business Policy and Strategy area of IPADE Business School of University of Panamerica, and served as member of its Harvard IESE Advisory Committee. He has also been Visiting Professor to a number of universities, and acted as consultant and lecturer to many national and international businesses. He has written several papers and cases on Strategic Planning, Leadership and International Business.