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`Readers interest in an overview of important aspects of the strategy field will find this book a helpful volume to add to their shelves' - Administrative Sciences Quarterly
This is a new overview of the strategy field, with internationally renowned contributors summarizing the latest directions and developments in strategic management theory in the context of their theoretical roots in economics, organization theory, and systems theory. The contributors outline the most promising new directions on the basis of a systemic treatment of paradigms or schools of thought in strategy:…mehr
`Readers interest in an overview of important aspects of the strategy field will find this book a helpful volume to add to their shelves' - Administrative Sciences Quarterly
This is a new overview of the strategy field, with internationally renowned contributors summarizing the latest directions and developments in strategic management theory in the context of their theoretical roots in economics, organization theory, and systems theory.
The contributors outline the most promising new directions on the basis of a systemic treatment of paradigms or schools of thought in strategy: redrawing firm boundaries, developing dynamic capabilities and discovering viable strategy configurations.
The volume will be an invaluable companion to advanced courses in strategy and management, used as a reader alongside case material and field studies. As well as providing a summary and evaluation of the different schools of thought in strategy, the volume offers a synthesis of the American and European approaches.
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Autorenporträt
Henk Volberda and Tom Elfring are both in the Department of Strategic Management and Business Environment at Erasmus University, Rotterdam. CONTRIBUTORS′ AFFILIATIONS OUTSIDE NORTH AMERICA: Charles Baden-Fuller City University, UK Andy Bailey Cranfield School of Management, UK Frans van den Bosch Erasmus University, Rotterdam Patrice Cooper University College, Cork Thomas Erickson Jonkoping International Business School Gerry Johnson Cranfield School of Management, UK Christian Knudsen Copenhagen Business SchoolChristian Koenig Group ESSEC, France Anders Melander Jonkoping International Business School Leif Melin Jonkoping International Business School Patrick Regner Stockholm School of Economics Janine Stiles Henley Management College, UK Paula Wiitanen Turku School of Economics, Finland Gilles van Wijk Group ESSEC, France Russel W Wright Group ESSEC, France
Inhaltsangabe
PART ONE: THEORY, SCHOOLS AND PRACTICE Schools of Thought in Strategic Management - Tom Elfring and Henk W Volberda Fragmentation, Integration or Synthesis Business Policy and Strategy as a Professional Field - J C Spender Commentary - Henry Mintzberg Thoughts on Schools PART TWO: INTEGRATION EFFORTS IN THE FIELD Complexity and Multiple Rationalities in Strategy Processes - Patrick Regn[ac]er The Role of the Strategist - Thomas Ericson, Anders Melander and Leif Melin What Makes Time Strategic? - Frans A J van den Bosch Fragmentation in Strategic Management - Patrice Cooper Commentary - Paul J H Schoemaker The Elusive Search for Integration PART THREE: THE BOUNDARY SCHOOL: STRATEGY AS A BOUNDARY DECISION Overview - Nicolai J Foss The Boundary School Managing beyond Boundaries - Christian Koenig and Gilles van Wijk The Dynamics of Trust in Alliances Strategic Alliances - Janine Stiles Commentary - Charles Baden-Fuller The Boundary Decision in Strategy PART FOUR: THE DYNAMIC CAPABILITIES SCHOOL: STRATEGY AS A COLLECTIVE LEARNING PROCESS TO DEVELOP DISTINCTIVE COMPETENCES Overview - Ron Sanchez Building Blocks for Strategy Theory: Resources, Dynamic Capabilities and Competences Modularity and Dynamic Capabilities - Ron Sanchez and Joseph T Mahoney Strategic Learning in a Knowledge-Intensive Organization - Paula Kirjavainen Commentary - Howard Thomas The State of Art of the Dynamic Capabilities School PART FIVE: THE CONFIGURATIONAL SCHOOL: STRATEGY AS A DECISION OF TRANSITION FROM ONE ARCHETYPE TO ANOTHER Overview - Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel Researching Configuration A Framework for a Managerial Understanding of Strategy Development - Andy Bailey and Gerry Johnson Strategy Configurations in the Evolution of Markets - Michael W Lawless Commentary - Johannes M Pennings Configurations and the Firm in Current Strategic Management PART SIX: NEW DIRECTIONS IN STRATEGY: WAYS TO SYNTHESIZE Multiple Futures of Strategy Synthesis - Tom Elfring and Henk W Volberda Shifting Boundaries, Dynamics Capabilities and Strategy Configurations
PART ONE: THEORY, SCHOOLS AND PRACTICE Schools of Thought in Strategic Management - Tom Elfring and Henk W Volberda Fragmentation, Integration or Synthesis Business Policy and Strategy as a Professional Field - J C Spender Commentary - Henry Mintzberg Thoughts on Schools PART TWO: INTEGRATION EFFORTS IN THE FIELD Complexity and Multiple Rationalities in Strategy Processes - Patrick Regn[ac]er The Role of the Strategist - Thomas Ericson, Anders Melander and Leif Melin What Makes Time Strategic? - Frans A J van den Bosch Fragmentation in Strategic Management - Patrice Cooper Commentary - Paul J H Schoemaker The Elusive Search for Integration PART THREE: THE BOUNDARY SCHOOL: STRATEGY AS A BOUNDARY DECISION Overview - Nicolai J Foss The Boundary School Managing beyond Boundaries - Christian Koenig and Gilles van Wijk The Dynamics of Trust in Alliances Strategic Alliances - Janine Stiles Commentary - Charles Baden-Fuller The Boundary Decision in Strategy PART FOUR: THE DYNAMIC CAPABILITIES SCHOOL: STRATEGY AS A COLLECTIVE LEARNING PROCESS TO DEVELOP DISTINCTIVE COMPETENCES Overview - Ron Sanchez Building Blocks for Strategy Theory: Resources, Dynamic Capabilities and Competences Modularity and Dynamic Capabilities - Ron Sanchez and Joseph T Mahoney Strategic Learning in a Knowledge-Intensive Organization - Paula Kirjavainen Commentary - Howard Thomas The State of Art of the Dynamic Capabilities School PART FIVE: THE CONFIGURATIONAL SCHOOL: STRATEGY AS A DECISION OF TRANSITION FROM ONE ARCHETYPE TO ANOTHER Overview - Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel Researching Configuration A Framework for a Managerial Understanding of Strategy Development - Andy Bailey and Gerry Johnson Strategy Configurations in the Evolution of Markets - Michael W Lawless Commentary - Johannes M Pennings Configurations and the Firm in Current Strategic Management PART SIX: NEW DIRECTIONS IN STRATEGY: WAYS TO SYNTHESIZE Multiple Futures of Strategy Synthesis - Tom Elfring and Henk W Volberda Shifting Boundaries, Dynamics Capabilities and Strategy Configurations
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