The Strategy Reader
Published on 23. March 1998
Book
Paperback/Softback
464 pages
978-0-631-20901-0 (ISBN)
Description
Made up of many classic but also some less well-known articles, this popular Strategy Reader provides a remarkable overview of continuing debates in the field of strategic management. The second edition retains many of the classic readings from the previous edition, including those by Porter, Mintzberg, Grant, Hamel and Prahalad, while adding more recent top-quality articles by prominent international scholars such as Shapiro, Teece, Hitt and Miller. Topics covered by these new readings include corporate governance, new technology and emerging markets, strategic alliances, diversification, and chaos/complexity theory. Designed to be used with any major textbook, The Strategy Reader will appeal to students and to managers seeking to broaden their understanding of the strategic issues facing their organization.
More details
Language
English
Place of publication
Oxford
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
College/higher education
Professional and scholarly
Dimensions
Height: 234 mm
Width: 155 mm
Weight
686 gr
ISBN-13
978-0-631-20901-0 (9780631209010)
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Schweitzer Classification
Other editions
New editions
Content
THE STRATEGY READER (2nd edition) 2004 Editor: Susan Segal-HornCONTENTSIntroduction - editor - The Development of Strategic Management Thinking (10 pp. ) Part 1 - What Is Strategy? - editor's intro (3 pp. ) 1 - Of strategies, deliberate and emergent - Henry Mintzberg & James Waters 2 - Strategy as stretch and leverage - Gary Hamel & CK Prahalad 3 - What is strategy? - Michael Porter Part 2 - The Context of Strategy? - editor's intro (3 pp. ) 4 - How much does industry matter? - Richard Rumelt 5 - Strategic Planning as if Ethics Mattered - Larue T. Hosmer 6 - Governance/CSR article 7 - On the limits of a firm-based theory to explain business networks: the Western bias of neo-classical economics - Nicole Woolsey Biggart & Gary Hamilton 8 - The Art of Standards Wars - Carl Shapiro & Hal R. Varian Part 3 - The Resource-Based View of Strategy - editor's intro (3 pp. ) 9 - The core competence of the corporation - CK Prahalad & Gary Hamel 10 - The resource-based theory of competitive advantage: implications for strategy formulation - Robert Grant 11 - Strategic assets and organisational rent - Raphael Amit & Paul Schoemaker 12 - Dynamic Capabilities & Strategic Management - David J. Teece, Gary Pisano & Amy Shuen Part 4 - Connections Between Strategy, Structure and Process - editor's intro (3 pp. ) 13 - The structuring of organisations - Henry Mintzberg 14 - Creating a sense of mission - Andrew Campbell & Sally Yeung 15 - Managing Strategic Change - Strategy, Culture & Action - Gerry Johnson 16 - Strategic Product Creation: Managing New Interactions of Technology, Markets & Organisations - Ron Sanchez Part 5 - Developing Corporate and International Strategy - editor's intro (3 pp. ) 17 - Corporate Strategy & Parenting Theory - Michael Goold, Andrew Campbell & Marcus Alexander 18 - Related Diversification, Core Competences & Corporate Performance - Constantinos C. Markides & Peter J. Williamson 19 - Global strategy: an organising framework - Sumantra Ghoshal 20 - Beyond the M-form: towards a managerial theory of the firm - Christopher Bartlett & Sumantra Ghoshal 21 - Developing & Managing Strategic Alliances, Building Social Capital and Creating Value' Michael A. Hitt, R. Duane Ireland & Michael D. Santoro 22 - The internationalisation of service firms - Susan Segal-Horn 23 - Entrepreneurship in Multinational Corporations: the Characteristics of Subsidiary Initiatives - Julian M. Birkinshaw Part 6 - The Dynamics of Strategy - editor's intro (2 pp. ) 24 - The Icarus Paradox - Danny Miller 25 - Surfing the Edge of Chaos - Richard T. Pascale