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Terms such as the 'new competitive landscape', 'hypercompetition' and 'inherent instability and change' have been used over the past decade to describe the changing global competitive environment. A plethora of strategic and operational measures have been used to enable firms to gain sustainable competitive advantage, with varying degrees of success. Yet we remain in largely uncharted territory with strategic preparation for the future becoming a critical activity. Strategy and Performance provides academics, practitioners and students with a highly focused approach to competing in the global marketplace.
List of contents
List of Tables and Figures Preface Acknowledgements List of Contributors INTRODUCTION Creating Value in the New Competitive Landscape; A.Ghobadian, N.O'Reagan, H.Viney, D.Gallear PART I: COMPETING IN THE GLOBAL MARKETPLACE Developing and Managing Strategic Alliances, Building Social Capital and Creating Value; M.A.Hitt, R.D.Ireland & M.Santoro Towards a Theory of Multinational Enterprises and the Civil Society; A.M.Rugman & A.Verbeke PART II: CHANGING INDUSTRY CONFIGURATION Building Versus Acquiring Resources: Analysis and Application to Learning Theory; J.B.Barney & T.W.Tong Better Constructs for Analysis and Management of Firm Competence; P.Knott Intangible Resources and Export Marketing Strategy as Determinants of Export Performance: An Empirical Analysis from the Resource-Based View; A.Rialp-Criado, J.Rialp-Criado, C.N.Axinn & S.Thach Strategic Planning: The Key to Enhanced Performance?; N.O'Regan & A.Ghobadian PART III: ORGANISATIONAL CHANGE Understanding the HR Strategies of the 1990s; C.R.Littler Managing in Times of Change: Avoiding Management Myopia; M.Goodman Understanding Inertia: Developing a Multi-Disciplinary Perspective?; A.Genus PART IV: MANAGING TECHNOLOGICAL CHANGE A Dynamic Resource-Based View of the Interaction Between Technological Resources, Corporate Diversification and Performance; F.J.Forcadell PART V: INNOVATION Developing a Compass to Navigate the Innovation Journey; Z.J.Radnor, H.Noke & T.Rickards Leadership and Innovation: Surfacing Synergies Among Constructs and Theories; E.Wilson-Evered, C.Härtel & M.Neale CONCLUSION Strategic Management: Its Development and Future Directions; H.Thomas Index
About the author
CATHERINE N. AXINN College of Business, Ohio University, USA
JAY B. BARNEY Fisher College of Business, The Ohio State University, USA
FRANCISCO J. FORCADELL Universidad Rey Juan Carlos, Madrid, Spain
AUDLEY GENUS University of Newcastle upon Tyne Business School, UK
MALCOLM GOODMAN Durham University, UK
CHARMINE HÄRTEL Monash University, Australia
MICHAEL A. HITT W.P. Carey School of Business, Arizona State University, USA
R. DUANE IRELAND Robins School of Business, University of Richmond, USA
PAUL J. KNOTT University of Canterbury, Christchurch, New Zealand
CRAIG R. LITTLER University of London, Royal Holloway, UK and Curtin University Business School, Perth, Australia
MATTHEW NEALE Queensland University of Technology, Australia
HANNAH NOKE University of Bradford School of Management, UK
ZOE J. RADNOR Warwick Business School, UK
ALEX RIALP-CRIADO Autonomous University of Barcelona, Spain
JOSEP RIALP-CRIADO Autonomous University of Barcelona, Spain
TUDOR RICKARDS Manchester Business School, UK
ALAN M. RUGMAN Indiana University, Kelley School of Business, and Templeton College, Oxford
MICHAEL D. SANTORO LeHigh University, Bethlehem, Pennsylvania, USA
SHARON THACH Tennessee State University College of Business, USA
HOWARD THOMAS Warwick University, UK
TONY W. TONG Fisher College of Business, The Ohio State University, USA
ALAIN VERBEKE University of Calgary, Canada
ELISABETH WILSON-EVERED Monash University, Australia
Summary
Terms such as the 'new competitive landscape', 'hypercompetition' and 'inherent instability and change' have been used over the past decade to describe the changing global competitive environment. A plethora of strategic and operational measures have been used to enable firms to gain sustainable competitive advantage, with varying degrees of success. Yet we remain in largely uncharted territory with strategic preparation for the future becoming a critical activity. Strategy and Performance provides academics, practitioners and students with a highly focused approach to competing in the global marketplace.
Additional text
' Strategy and Performance is a collection of 14 papers by international writers which address five principal areas of strategy: competition; innovation; industry, organisational and technological change. Interspersed with 'compare and contrast' academic reviews of strategic theory are lively research-based analyses. The new research contained in [the book] is well worth seeking out and discussing.' - Best of Biz www.bestofbiz.com
Report
' Strategy and Performance is a collection of 14 papers by international writers which address five principal areas of strategy: competition; innovation; industry, organisational and technological change. Interspersed with 'compare and contrast' academic reviews of strategic theory are lively research-based analyses. The new research contained in [the book] is well worth seeking out and discussing.' - Best of Biz www.bestofbiz.com
