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The Strategy Reader. 2nd Edition

  • ID: 2252040
  • Book
  • September 2004
  • Region: Global
  • 568 Pages
  • John Wiley and Sons Ltd
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Made up of many classic articles, this popular
Strategy Reader provides a remarkable overview of continuing debates in the field of strategic management. In an extended introduction, the editor gives an overview of the development of the field of strategic management. Introductions to each section explain the thinking in each article.

The second edition retains many of the classic readings from the previous edition, including those by Porter, Mintzberg, Grant, Hamel and Prahalad, while adding more recent top–quality articles by prominent international scholars such as Teece, Pascale, Bartlett and Ghoshal, Shapiro, Hitt and Ireland, Miller, and Birkinshaw. Topics covered by these new readings include ethics in strategy, corporate social responsibility, dynamic capabilities, managing strategic change, modularity in products and organisations, corporate parenting, diversification and performance, strategic alliances, evolution of the transnational, chaos/complexity theory and strategic failure.

Designed to be used with any major textbook, The Strategy Reader will provide the basic structure for any course in strategic management. It will appeal to students and to managers seeking to broaden their understanding of the strategic issues facing their organization.

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Introduction: The Development of Strategic Management Thought: Susan Segal–Horn.

Part 1 – What Is Strategy?.

1. Of strategies, deliberate and emergent: Henry Mintzberg & James Waters.

2. Strategy as stretch and leverage: Gary Hamel & C. K. Prahalad.

3. What is strategy? Michael Porter.

Part 2 – The Context of Strategy.

4. How much does industry matter? Richard Rumelt.

5. Strategic planning as if ethics mattered: Larue T. Hosmer.

6. Green and competitive: ending the stalemate: Michael Porter & Claas van der Linde.

7. On the limits of a firm–based theory to explain business networks: the Western bias of neo–classical economics: Nicole Woolsey Biggart & Gary Hamilton.

8. The art of standards wars: Carl Shapiro & Hal R. Varian.

Part 3 – The Resource–Based View of Strategy.

9. The core competence of the corporation: C. K. Prahalad & Gary Hamel.

10. The resource–based theory of competitive advantage: implications for strategy formulation: Robert Grant.

11. Strategic assets and organisational rent: Raphael Amit & Paul Schoemaker.

12. Dynamic capabilities & strategic management: David J. Teece, Gary Pisano & Amy Shuen.

Part 4 – Connections Between Strategy, Structure and Process.

13. The structuring of organisations: Henry Mintzberg.

14. Creating a sense of mission: Andrew Campbell & Sally Yeung.

15. Managing strategic change: Strategy, Culture & Action Gerry Johnson.

16. Strategic product creation: managing new interactions of technology, markets & organisations: Ron Sanchez.

Part 5 – Issues in Corporate Strategy.

17. Corporate strategy & parenting theory: Michael Goold, Andrew Campbell & Marcus Alexander.

18. Related diversification, core competences & corporate performance: Constantinos C. Markides & Peter J. Williamson.

19. Developing & managing strategic alliances, building social capital and creating value: Michael A. Hitt, R. Duane Ireland & Michael D. Santoro.

Part 6 Developing International Strategy.

20. Global strategy: an organising framework: Sumantra Ghoshal.

21. Preparing for the future: evolution of the transnational: Christopher Bartlett, Sumantra Ghoshal & Julian Birkinshaw.

22. The internationalisation of service firms: Susan Segal–Horn.

23. Entrepreneurship in multinational corporations: the characteristics of subsidiary initiatives: Julian M. Birkinshaw.

Part 7 Postscript.

24. The Icarus paradox: Danny Miller.

25. Surfing the edge of chaos: Richard T. Pascale.

26. Perspectives on strategy: Geoff Jones.


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Susan Segal–Horn
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