This book provides an overarching framework for cumulating the knowledge in the strategy process field.
- Provides an overarching framework within which to review the strategy process field.
- Identifies useful areas in which new research contributions can be made.
- Helps in the appropriate design of this research.
- Includes ten papers written by both North American and European scholars.
- Part of the Strategic Management Society series.
Table of Contents:
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.
About the Author :
Bala Chakravarthy is Professor of Strategy and International Management at IMD in Switzerland. He is the author of Managing Coal (1981), and co-author with Peter Lorange of Implementing Strategic Processes (Blackwell Publishers, 1992) and Managing the Strategy Process (1991). He is a member of the board of directors of the Strategic Management Society.
Guenter Mueller-Stewens is Professor of Management and Organization and Managing Director at the Institute of Management of the University of St Gallen in Switzerland. He is co-author with Christoph Lechner of Strategisches Management (2001). He is a member of the advisory board of several international companies.
Peter Lorange is President of IMD in Switzerland. He is Professor of Strategy and holds the Nestlé Chair. He is the author or co-author of many books, including Strategic Planning and Control (Blackwell Publishers, 1993), New Vision for Management Education: Leadership Challenges (2002), and Cooperative Strategies & Alliances (co-edited with Farok J. Contractor, 2002). He serves on the board of directors of several corporations.Christoph Lechner is a Faculty Member for Strategic Management at the University of St Gallen in Switzerland. He is co-author with Guenter Mueller-Stewens of Strategisches Management (2001) and author of Die Entwicklung von Allianzsystemen (1999). He is a member of the board of directors at Hügli AG, and works on strategy-related topics with several international firms.
Review :
'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
