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 E. 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. Michel Ghertman, PhD is a Professor of Strategic Management and International Business at the HEC Graduate School of Management in Paris, France. He serves as a consultant to multinational firms on their global strategies and national operations. He has been Visiting Professor at the London and Manchester Business Schools, the University of California at Berkeley and at HEC Lausanne. He has also published twelve other titles in both English and French and was Chair at the SMS conference where the ideas for this volume first originated.
Strategy, Structure and Style Edited by Howard Thomas and Don O'Neal University of Illinois, USA Michael Ghertman HEC Graduate School of Management, France Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the 'best in global strategic management' for academics, business practitioners and consultants. This book explores how the emphasis in global competition shifts from one style to the next as companies in one country see their counterparts in other nations become increasingly effective by using different formulas for competing. This wide-ranging ensemble of papers comprises a rich body of research and experience, spanning academics, business executives and consultants all striving to demonstrate the relationships between management theory and business practice. Writings included in this volume were selected as being representative of some of the most significant issues currently facing business strategists. Contributors Jay B. Barney Pamela Barr William Bogner Cliff Bowman Brian K. Boyd Jordi Canals W. Otto Carroll Simon Carter Bala Chakravarthy Jane F. Craig Richard A. D'Aveni Magali Delmas David Faulkner Steven W. Floyd Michel Ghertman Xavier Gilbert Karen Golden-Biddle Knut Haanes Taieb Hafsi Mark H. Hansen Bruce Heiman Marla Howard Balaji R. Koka Peter Lorange Bente R. Lowendahl Ravindranath Madhavan Pablo Martin de Holan Michael Mayer John McGee Kirk Monteverde John E. Prescott Hayagreeva Rau Raymond-Alain Thiétart Howard Thomas Richard Whittington Bill Wooldridge Lillian Cheng Wright Russell W. Wright Jean-Marc Xuereb Philip W. Yetton Business Strategy
Although it is impossible to include in one volume the full breadth of ideas under discussion in the area of strategic management, the editors have selected contributions that offer interesting food for thought in three currently crucial strategic conversations: Strategy - demonstrates the diversity of research topics in strategy. Structure - addresses how organizational structure can help/hinder corporate strategy. Style - management or corporate--is not often discussed directly in strategic management literature, though its presence and effects are pervasive. Strategy, Structure and Style addresses another of the Strategic Management Society's primary concerns--how to build and maintain bridges between management theory and business practice.|Aktuelle Schlagworte des Managements - Strategie, Struktur, Stil - stehen im Mittelpunkt dieses Buches. Wettbewerbsfähigkeit und Wettbewerbsvorteile, Aspekte des internationalen Marktes, Prozesse und Paradigmen werden beleuchtet. Mit vielen Fallstudien.
Although it is impossible to include in one volume the full breadth of ideas under discussion in the area of strategic management, the editors have selected contributions that offer interesting food for thought in three currently crucial strategic conversations: Strategy -- demonstrates the diversity of research topics in strategy.
Although it is impossible to include in one volume the full breadth of ideas under discussion in the area of strategic management, the editors have selected contributions that offer interesting food for thought in three currently crucial strategic conversations: Strategy - demonstrates the diversity of research topics in strategy. Structure - addresses how organizational structure can help/hinder corporate strategy. Style - management or corporate--is not often discussed directly in strategic management literature, though its presence and effects are pervasive. Strategy, Structure and Style addresses another of the Strategic Management Society s primary concerns--how to build and maintain bridges between management theory and business practice.
Aus dem Inhalt:
CONTENTS Introduction: SECTION I: STRATEGY: Trustworthiness as a Source of Competitive Advantage; CEO Duality and Firm Performance: An International Comparison; Excess Capacity and Global Competition: A Resource-Based Approach; Corporate Transformation and The Contrarian Role of Leaders; Hypercompetition; Mapping the Competence Boundaries of the Firm: Applying Resource-Based Strategic Analysis; Developing and Deploying Corporate Resources in the Technological Race to Market; SECTION II: STRUCTURE: Cognitive Processes in Alliances: Birth, Maturity (and Possible Death); Organizing for Competitive Advantage: The Machine Adhocracy; Success and Failure of International Strategic Alliances: Evidence for In-depth Case Studies; The Unit of Activity: Towards an Alternative to the Theories of the Firm; Patterns of Strategic Alliance Activity in the Global Steel Industry; Beyond or Behind the M-Form? The Structures of European Business; SECTION III: STYLE: The Myth of the Global Renaissance Manager; Institutional Environment Effects on Transaction Costs: A Comparative Analysis of the US and French Nuclear Power Industries; A Strategy for More Effective Executive Development; The Study of National Strategic Management: A Methodological Discussion; Uncertainty, Complexity, and New Product Performance; Forms of TAT Consensus and Organizational Change: An Integrative Model.
Lieferung vom Verlag mit leichten Qualitätsmängeln möglich
Über den Autor
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 E. 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. Michel Ghertman, PhD is a Professor of Strategic Management and International Business at the HEC Graduate School of Management in Paris, France. He serves as a consultant to multinational firms on their global strategies and national operations. He has been Visiting Professor at the London and Manchester Business Schools, the University of California at Berkeley and at HEC Lausanne. He has also published twelve other titles in both English and French and was Chair at the SMS conference where the ideas for this volume first originated.
Inhaltsverzeichnis
Aus dem Inhalt:
CONTENTS Introduction: SECTION I: STRATEGY: Trustworthiness as a Source of Competitive Advantage; CEO Duality and Firm Performance: An International Comparison; Excess Capacity and Global Competition: A Resource-Based Approach; Corporate Transformation and The Contrarian Role of Leaders; Hypercompetition; Mapping the Competence Boundaries of the Firm: Applying Resource-Based Strategic Analysis; Developing and Deploying Corporate Resources in the Technological Race to Market; SECTION II: STRUCTURE: Cognitive Processes in Alliances: Birth, Maturity (and Possible Death); Organizing for Competitive Advantage: The Machine Adhocracy; Success and Failure of International Strategic Alliances: Evidence for In-depth Case Studies; The Unit of Activity: Towards an Alternative to the Theories of the Firm; Patterns of Strategic Alliance Activity in the Global Steel Industry; Beyond or Behind the M-Form? The Structures of European Business; SECTION III: STYLE: The Myth of the Global Renaissance Manager; Institutional Environment Effects on Transaction Costs: A Comparative Analysis of the US and French Nuclear Power Industries; A Strategy for More Effective Executive Development; The Study of National Strategic Management: A Methodological Discussion; Uncertainty, Complexity, and New Product Performance; Forms of TAT Consensus and Organizational Change: An Integrative Model.
Klappentext
Aktuelle Schlagworte des Managements - Strategie, Struktur, Stil - stehen im Mittelpunkt dieses Buches. Wettbewerbsfähigkeit und Wettbewerbsvorteile, Aspekte des internationalen Marktes, Prozesse und Paradigmen werden beleuchtet. Mit vielen Fallstudien.
