Strategy Process. Shaping the Contours of the Field. Strategic Management Society

  • ID: 2216273
  • Book
  • 272 Pages
  • John Wiley and Sons Ltd
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Despite voluminous research, managing the process through which leaders shape, implement, and change strategy remains ill understood. This volume provides an overarching framework to help cumulate the research on strategy process and define the contours of the field.

The framework offered in the book provides a basis for the continuous refinement of the field′s research agenda. It has been shared with strategy process researchers and practitioners at the Strategic Management Society′s meetings and mini–conference on strategy process research. The book itself comprises nine papers written by North American and European scholars, and is clustered into four streams that follow from the framework:

chapters that track strategy content longitudinally
chapters that study the impact of important strategy process elements on performance
chapters that study the links between a firm′s context and process elements
chapters that seek to study context/process/outcomes

The editors provide a commentary on the strengths and weaknesses of each stream
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List of Figures.

List of Tables.

List of Contributors.

Preface.

1. Defining The Contours of The Strategy Process Field: Bala Chakravarthy, Günter Müller–Stewens, Peter Lorange, and Christoph Lechner.

2. Transforming The Firm Through The Co–Evolution of Resources and Scope: Alvaro Cuervo–Cazurra, University of Minnesota.

3. Change in The Presence of Fit: The Rise, The Fall, and The Renaissance of Liz Claiborne: Nicolaj Siggelkow, University of Pennsylvania.

4. Resources, Management Systems and Governance: Keys To Value Creation: Karen Schnatterly, University of Minnesota, and Catherine Maritan, State University Of New York At Buffalo.

5. The Essence of Process: Effective Strategic Planning In Practice: John C. Camillus, University of Pittsburgh.

6. A Multi–Level Analysis of The Strategic Decision Process and The Evolution of Shared Beliefs: Mirela Schwarz, University of Southampton.

7. The Social Construction of Organizational Capabilities: A Multi–Level Analysis: V. K. Narayanan, Drexel University, Benedict Kemmerer, University of Kansas, Frank L. Douglas, Aventis Pharma AG, and Brock Guernsey, Quintiles Inc.

8. The Conditioning and Knowledge–Creating View: Managing Strategic Initiatives In Large Firms: Martin W. Wielemaker, Erasmus University, Henk W. Volberda, Erasmus University, Tom Elfring, Wageningen University and Erasmus University, and Charles Baden–Fuller, Erasmus University and City University Business School.

9. A Longitudinal Study of Organizational Learning, Unlearning and Innovation among Ijvs In a Transitional Economy: Marjorie A. Lyles, Indiana Kelley School of Business, Katalin Szabo, Budapest University of Economics, Eva Kocsis, Budapest University, Jeff Barden, Duke University, Charles Dhanaraj, Indiana University, Kevin Steensma, University of Washington, and Laszlo Tihanyi, Oklahoma University.

10. Strategic Renewal Processes In Multi–Unit Firms: Generic Journeys of Change: Henk W. Volberda, Erasmus University, and Charles Baden–Fuller, Erasmus University and City Business School.

11. Realizing Strategy: Opportunities and Challenges: Bala Chakravarthy, Günter Müller–Stewens, Peter Lorange, and Christoph Lechner.

Author Index.

Subject Index.

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′This timely collection of work on ′realizing strategy′ showcases new research on strategy process. Many of the chapters integrate strategy content and process, greatly improving our understanding of the links between key aspects of strategy. The handbook leads the way toward promising new directions in research on strategy process, including longitudinal analyses and evolutionary dynamics and is essential reading for all strategic management scholars, consultants, and executives.′Constance E Helfat, Tuck School of Business
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