Strategic Renewal is an original research anthology offering insight into a subject area which, although critical for the sustained success of organizations, has received relatively little attention as distinct from the more general phenomenon of strategic change.
Strategic Renewal is an original research anthology offering insight into a subject area which, although critical for the sustained success of organizations, has received relatively little attention as distinct from the more general phenomenon of strategic change.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Aybars Tuncdogan is a lecturer (Assistant Professor) in Marketing at King's Business School, King's College London. He is a Fellow of the Higher Education Academy, a committee member of the British Academy of Management's marketing group and an editorial review board member of Industrial Marketing Management. Dr Adam Lindgreen is Professor of Marketing at Copenhagen Business School where he heads the Department of Marketing. He also is Extra Ordinary Professor with University of Pretoria's Gordon Institute of Business Science. Dr Lindgreen received his PhD from Cranfield University. He has published in the California Management Review, Journal of Business Ethics, Journal of Product and Innovation Management, Journal of the Academy of Marketing Science, and Journal of World Business, among others. Henk Volberda is Professor of Strategic Management & Business Policy and Director of Knowledge Transfer at Rotterdam School of Management, Erasmus University. Moreover, he is Scientific Director of the Erasmus Centre for Business Innovation. Frans van den Bosch is Emeritus Professor of management interfaces between organizations and environment at the Department of Strategic Management & Entrepreneurship, Rotterdam School of Management, Erasmus University.
Inhaltsangabe
1: Introduction 1.1: A Brief Look at the Strategic Renewal Literature 2: Core Concepts 2.1: Strategic Renewal and Dynamic Capabilities: Managing Uncertainty, Irreversibilities, and Congruence 2.2: Corporate Strategic Change towards Sustainability: A Dynamic Capabilities View 2.3: Towards a Cognitive Dimension in the Organizational Ambidexterity Framework 2.4: Knowledge Management Practices for Stimulating Incremental and Radical Product Innovation 2.5: Boards of Directors and Strategic Renewal: How do Human and Relational Capital Matter 3: Psychological Antecedents and Micro-Foundations of Strategic Renewal 3.1: Emotion and Strategic Renewal 3.2: The micro-foundations of strategic renewal: Middle managers' job design, strategic change culture, organizational effectiveness unit, and innovative work behavior 3.3: Regulatory Focus as a Mediator of Environmental Dynamism and Decentralization on Managers' Exploration and Exploitation Activities 3.4: Should I Stay or Should I go? The Individual Antecedents of Noticing and Embracing Strategic Change 4: Strategic Renewal beyond Organizational and National Boundaries 4.1: Strategic Renewal through Mergers and Acquisitions: The Role of Ambidexterity 4.2: Developing Alliance Capability for Strategic Renewal 4.3: Innovation in Foreign and Domestic Firms: The Advantage of Foreignness in Innovation and the Advantage of Localness in Innovation 5: Interdisciplinary Perspectives and Future Directions 5.1: Strategic Renewal in Services: The Role of the Top Management Team's Social Relationships 5.2: Institutional Complexity and Strategic Renewal 5.3: Patent-Based Measures in Strategic Management Research: A Review and Assessment 5.4: Strategic Renewal in the Digital Age: The Digital Marketing Core as a Starting Point 5.5: Dynamic Game Plans: Using Gamification to Entrain Strategic Renewal with Environmental Velocity
1: Introduction 1.1: A Brief Look at the Strategic Renewal Literature 2: Core Concepts 2.1: Strategic Renewal and Dynamic Capabilities: Managing Uncertainty, Irreversibilities, and Congruence 2.2: Corporate Strategic Change towards Sustainability: A Dynamic Capabilities View 2.3: Towards a Cognitive Dimension in the Organizational Ambidexterity Framework 2.4: Knowledge Management Practices for Stimulating Incremental and Radical Product Innovation 2.5: Boards of Directors and Strategic Renewal: How do Human and Relational Capital Matter 3: Psychological Antecedents and Micro-Foundations of Strategic Renewal 3.1: Emotion and Strategic Renewal 3.2: The micro-foundations of strategic renewal: Middle managers' job design, strategic change culture, organizational effectiveness unit, and innovative work behavior 3.3: Regulatory Focus as a Mediator of Environmental Dynamism and Decentralization on Managers' Exploration and Exploitation Activities 3.4: Should I Stay or Should I go? The Individual Antecedents of Noticing and Embracing Strategic Change 4: Strategic Renewal beyond Organizational and National Boundaries 4.1: Strategic Renewal through Mergers and Acquisitions: The Role of Ambidexterity 4.2: Developing Alliance Capability for Strategic Renewal 4.3: Innovation in Foreign and Domestic Firms: The Advantage of Foreignness in Innovation and the Advantage of Localness in Innovation 5: Interdisciplinary Perspectives and Future Directions 5.1: Strategic Renewal in Services: The Role of the Top Management Team's Social Relationships 5.2: Institutional Complexity and Strategic Renewal 5.3: Patent-Based Measures in Strategic Management Research: A Review and Assessment 5.4: Strategic Renewal in the Digital Age: The Digital Marketing Core as a Starting Point 5.5: Dynamic Game Plans: Using Gamification to Entrain Strategic Renewal with Environmental Velocity
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