Rethinking StrategyHenk W Volberda, Tom Elfring SAGE, 2 mei 2001 - 322 pagina's This is a new overview of the strategy field, with internationally renowned contributors summarizing the latest directions and developments in strategic management theory in the context of their theoretical roots in economics, organization theory, and systems theory. The contributors outline the most promising new directions on the basis of a systemic treatment of paradigms or schools of thought in strategy: redrawing firm boundaries, developing dynamic capabilities and discovering viable strategy configurations. The volume will be an invaluable companion to advanced courses in strategy and management, used as a reader alongside case material and field studies. As well as providing a summary and evaluation of the different |
Inhoudsopgave
PARTI THEORY SCHOOLS AND PRACTICE | 1 |
J C Spender | 26 |
Thoughts on Schools | 41 |
The Role of the Strategist | 57 |
What Makes Time Strategic? | 69 |
Fragmentation in Strategic Management | 82 |
The Elusive Search for Integration | 92 |
Strategic Alliances | 128 |
Modularity and Dynamic Capabilities | 158 |
Strategic Learning in a Knowledgeintensive Organization | 172 |
The State of Art of the Dynamic Capabilities School | 191 |
STRATEGY | 198 |
A Framework for a Managerial Understanding | 212 |
Strategy Configurations in the Evolution of Markets | 231 |
Configurations and the Firm in Current Strategic Management | 240 |
| 286 | |
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Academy of Management acquisition adaptation adhocracy approach argued assets base disciplines behaviour boundary school capabilities approach capability development Chapter co-evolution co-operation co-operative co-ordination cognitive competitive advantage complexity component concepts configurational school context contribution core competencies create cultural decision dimensions dynamic capabilities school economic emerging environment example factors firm's focused formal fragmentation framework game theory Hamel Harvard Business School important incremental individual industry influence integration interaction issues knowledge learning processes literature managerial Mintzberg organizational learning paradigm paradigmatic path dependencies perspective problems product architectures punctuated equilibrium rationality relationship resource-based resource-based view role Sanchez Schoemaker schools of thought specific strategic change strategic groups strategic learning Strategic Management Journal strategist strategy development process strategy field strategy formation strategy process strategy research structure suggests sustained competitive advantage synthesis synthesizing schools tacit knowledge Teece theoretical theories of strategy tion transaction cost transaction cost economics trust typologies Volberda