Synopses & Reviews
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 Thi?tart Howard Thomas Richard Whittington Bill Wooldridge Lillian Cheng Wright Russell W. Wright Jean-Marc Xuereb Philip W. Yetton Business Strategy
Strategy, Structure and Style Edited by Howard Thomas and Don O'Neal University of Illinois, USA Michel Ghertman HEC Graduate School of Management, France With competitive success dependent upon strategic issues such as cooperative efforts focused on organizational objectives, effective use of resources and managing change, the need for corporations to have explicit strategies is becoming ever more crucial. Although it is impossible for one volume to address 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 - demonstrating the diversity of research topics in strategy, these chapters include discussions of trust between trade partners, CEO duality, excess capacity, dynamic strategies, distinctive competences and strategic windows
* structure - addressing how organizational structure can help/hinder corporate strategy, these chapters demonstrate how change should be implemented including issues such as strategic alliances, cognitive processes, the M-form organization, and a new theory of the firm
* style - argues the pervasive and profound effects of management style on the organization from the perspectives of the global manager, government policies, executive education, government leadership, reducing uncertainty/complexity and gaining management consensus.
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. 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.
About the Author
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.
Table of Contents
Partial table of contents:
Trustworthiness as a Source of Competitive Advantage (J. Barney & M. Hansen).
Excess Capacity and Global Competition: A Resource-Based Approach (J. Canals).
Hypercompetition (R. D'Aveni).
Developing and Deploying Corporate Resources in the Technological Race to Market (L. Wright & R. Wright).
Organizing for Competitive Advantage: The Machine Adhocracy (C. Bowman & S. Carter).
The Unit of Activity: Towards an Alternative to the Theories of the Firm (K. Haanaes & B. Lowendahl).
The Myth of the Global Renaissance Manager (J. Craig & P. Yetton).
A Strategy for More Effective Executive Development (X. Gilbert & P. Lorange).
The Study of National Strategic Management: A Methodological Discussion (T. Hafsi & P. Martin de Holan).
Forms of TMT Consensus and Organizational Change: An Integrative Model (B. Wooldridge & S. Floyd).