Strategy: Critical Perspectives on Business and Management, Volume 1David Faulkner This is the most comprehensive collection to date on all aspects of strategy. The articles selected here discuss key themes, including:* different conceptions of strategy, such as the classical, rational models of Porter, the empirical, emergent emphasis of Mintzberg, and the competence based models of Grant and others * the relationship between strategy and other subjects including economics and organizational studies * scenario planning, networks, strategic groups and knowledge, and other key new developments * the implications of globalization and international management * key strategic decisions including diversification and mergers and acquisitionsWith a new introduction by the editor and an extensive index, this collection is an invaluable reference tool and teaching aid. |
Contents
General introduction | 1 |
PART 1 | 19 |
Economics and strategy 35 | 35 |
Index 367 | 66 |
Perspectives on cooperative strategy | 69 |
The contributions of industrial organization to strategic management | 72 |
Collaboration or paradigm shift? Caveat emptor and the risk | 90 |
Economics and business | 105 |
PART 4 | 302 |
evidence and implications | 335 |
Linking cognitive organizational and political factors | 343 |
the scientific evidence | 349 |
Making strategic change happen | 356 |
logical incrementalism | 371 |
how exceptional companies bring about | 383 |
Rethinking incrementalism | 392 |
some elementary considerations | 106 |
network forms of organization | 119 |
Of strategies deliberate and emergent | 139 |
reconsidering the basic premises of strategic | 163 |
On strategic networks | 177 |
a critique | 189 |
Causes of failure in network organizations | 193 |
Three models of strategy | 202 |
Is your strategic alliance really a sale? | 214 |
The population ecology of organizations | 219 |
escaping the Red Queen effect | 255 |
institutional isomorphism and collective | 283 |
International strategies | 397 |
Strategic management in an enacted world | 403 |
an organizing framework | 416 |
Strategy formulation as a political process | 417 |
Context and action in the transformation of the firm | 419 |
achieving a sustained improvement in performance | 442 |
Corporate rejuvenation | 460 |
new organizational responses | 468 |
Momentum and revolution in organizational adaptation | 479 |
The tortuous evolution of the multinational corporation | 485 |
Knowledge of the firm and the evolutionary theory of | 500 |
Other editions - View all
Strategy: Critical Perspectives on Business and Management, Volume 2 David Faulkner Limited preview - 2002 |
Strategy: Critical Perspectives on Business and Management, Volume 3 David Faulkner Limited preview - 2002 |
Strategy: Critical Perspectives on Business and Management, Volume 4 David Faulkner Limited preview - 2002 |
Common terms and phrases
Academy of Management activities adaptive Administrative Science Quarterly analysis Andrews approach argued assumptions behavior business policy central change process companies complex concept content of strategy context corporate strategy costs decision-making design school diversification economic economists effects emergent emergent strategy empirical environment environmental executive external factors firm firm's fitness landscape flexibility functional game theory goals groups Harvard Business Review Harvard University Henry Mintzberg hierarchy identify implementation important incrementalism integration internal isomorphism ization leadership learning lens Link literature Management Review managerial actions Michael Porter Mintzberg oligopoly operating optimal organization's organizational structure outcomes paradigm pattern perfect competition performance Pettigrew political population population ecology Porter problem profits relationships role Selznick sharpbenders social strategic change strategic choice strategic decisions Strategic Management Journal strategy and structure strategy formulation studies tegic theoretical theory tion top management uncertainty York