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Strategic Flexibility. Managing in a Turbulent Environment. Strategic Management Series

  • ID: 2210698
  • Book
  • September 1998
  • 416 Pages
  • John Wiley and Sons Ltd
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Moving towards the zenith of the technological age brings with it an ever–increasing amount of uncertainty, change and flux. Academic, business and consultative commentators around the world have for years been speculating on the divergent courses we may take through the information maze, and on the different possibilities we may attain when we get there. What is needed now is not another set of possibilities, but an entirely new way of looking, seeing and responding. The worldwide turbulence will require different perspectives on organizations, different styles of leadership, and perhaps most important, the strategic flexibility on which this volume focuses. This is summed up by Gary Hamel and C. K. Prahalad: "Developing a program of ideas ? new ideas, new theory, new applications, new concepts ? that are relevant to a manager facing the new millennium? To do that we need to escape old constraints, old thinking, old questions, and address everything that is new. We hope that ? we can work together to help set the research agenda for the field of strategic management in the year 2000 and beyond. Let?s break out of old paradigms; let?s challenge received dogma; let?s have the courage to ask new questions; let?s rekindle our passion for relevance."
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Improving Innovation Performance in Older Firms: The General Manager′s Role (J. Christiansen).

Everyday Innovation/Everyday Strategy (G. Johnson & A. Huff).

Cooperative R&D and Competence Building (B. Quelin & C. Mothe).

Strategic Trajectories and Patterns of Innovation (J. Stimpert, et al.).


The H–P Way: An Application Using Deliberate and Emergent Corporate Cultures to Analyze Strategic Competitive Advantage (S. Kowalczyk & G. Giusti).

Good for Practice: An Integrated Theory of the Value of Alternative Organizational Forms (R. Miles, et al.).

Strategic Reengineering: An Internal Industry Analysis Framework (K. Pritsker).

Changing Formal and Informal Structure to Enhance Organizational Knowledge (T. Thompson & K. Valley).


Opening Pandora′s Box: Do Good Ethics Make Good Business? (P. Godfrey, et al.).

Sage, Visionary, Prophet and Priest: Leadership Styles of Knowledge Management and Wisdom (S. Green & P. Cooper).

Information Competences and Knowledge Creation at the Corporate Centre (Y. Merali & J. McGee).

Evaluating Board Performance (D. O′Neal & H. Thomas).

Where Do Strategic Ideas Come From? (P. Raimond).


Strategic Supplier Segmentation: A Model for Managing Suppliers in the 21st Century (J. Dyer, et al.).

An Investigation of the Knowledge Structures of French and German Managers (S. Floyd, et al.).


The Alchemy of Competence (T. Durand).

Structure Decisions and the Multinational Enterprise: A Dynamic Competence Perspective (D. Garvis & W. Bogner).

Discovering Strategy: Competitive Advantage from Idiosyncratic Experimentation (R. McGrath).

Strategic Renewal and Competence Building: Four Dynamic Mechanisms (H. Volderba & C. Baden–Fuller).
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Gary Hamel
C. K. Prahalad
Howard Thomas
Donald E. O′Neal
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