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Informationen zum Autor 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. Klappentext This handbook presents an authoritative and up-to-date analysis of how thinking on strategy has evolved and what are the likely developments in the near future. All the contributors are experts in their area, and bring to the topic an understanding informed by many years' experience of research, teaching, and practice. Chapter examine six key areas: Approaches to Strategy, Strategic Analysis and Formulation, Corporate Strategy; International Strategy; Strategies of Organizational Change; and Strategic Flexibility and Uncertainty. Zusammenfassung Presents an analysis of how thinking on strategy has evolved and what are the likely developments. This work includes chapters on six key areas: Approaches to Strategy, Strategic Analysis and Formulation, Corporate Strategy; International Strategy; Strategies of Organizational Change; and Strategic Flexibility and Uncertainty. 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 ...
