| Reviews |
| - '... an all-star cast of contributors ... Faulkner and Campbell have created a coherent, comprehensive book that hits all of the big topics ... essential academic reference book[s] ... The handbook is well executed with strong editorial direction. Its breadth, depth and ambition are to be applauded, and it sets a real benchmark for similar publications.' - Supply Management
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| Description | | - Coverage of cutting-edge and emergent issues such as knowledge management, real options, and flexibility
- Unites team of leading international strategy academics including John Child, Robert Grant, John Kay, Ron Sanchez, Stephen Tallman, David Teece
- Demonstrates fresh analytical insight and critical thinking
- Divided into two sections: 'Approaches to Strategy' and 'Strategic Analysis and Formulation'
- Excellent coverage of the evolution of strategic thinking and the different approaches to strategy
| The Oxford Handbook of Strategy
is a two-volume set on the key subject areas and issues currently under discussion in the field of strategy. It unites a team of contributors who are all authorities on the topic of their chapter. The handbook will be of considerable value to researchers, graduate students, and teachers whose interest in the subject area has advanced beyond that of the
traditional textbooks, and to managers and consultants who seek an authoritative, accessible, and up-to-date discussion of the fundamentals of strategy.
Volume One focuses on two major areas: first, the various different approaches to strategy, and secondly, the development of competitive or business unit strategy, where the pursuit of sustainable competitive advantage is the key objective.
The first section, 'Approaches to Strategy', covers the history of the field, economic and organizational approaches, as well as more recent technology and knowledge-based approaches. The second section, 'Strategic Analysis and Formulation', looks in more detail at different strategic methods, as well as broader issues of organizational learning and strategy in service organizations.
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Readership: Academics, researchers, and postgraduate students in the field of business strategy; managers; strategic planners and consultants
| Contents |
1.
Introduction
,
D. O. Faulkner and A. Campbell
Part I: Approaches to Strategy
2.
The History of Strategy
,
J. Kay, P. McKiernan, and D. O. Faulkner
3.
The Boundary of the Firm
,
M. Slater
4.
Evolutionary Theory
,
D. Barron
5.
Institutional Theory
,
R. Loveridge
6.
Technology Strategy
,
D. Teece
7.
The Valuation of Strategies
,
P. Johnson
8.
The Knowledge-based Approach
,
R. Grant
Part II: Strategic Analysis and Formulation
9.
Analysing the Environment
,
R. Pitkethly
10.
Strategic Groups
,
J. McGee
11.
Scenario Planning
,
R. G. Coyle
12.
Analysing Internal and Competitor Resources
,
R. Sanchez
13.
Dynamic Capabilities
,
S. Tallman
14.
Strategy Formulation
,
C. Bowman
15.
Organizational Learning
,
J. Child
16.
Strategy in Service Organizations
,
S. Segal-Horn
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| Authors, editors,
and contributors |
Edited by David O. Faulkner, University Lecturer in Strategy, Said Business School, University of Oxford and
Andrew Campbell, Director, Ashridge Strategic Management Centre
| Contributors:David Barron (Saïd Business School, Oxford University)
Cliff Bowman (Cranfield School of Management)
Andrew Campbell (Ashridge Management College)
John Child (Birmingham University)
Geoff Coyle (South Bank University)
David O. Faulkner (Saïd Business School, Oxford University)
Robert Grant (Georgetown University)
Peter Johnson (Oxford University)
John Kay
Ray Loveridge (Saïd
Business School, Oxford University)
John McGee (Warwick Business School)
Peter McKiernan (St Andrews University)
Robert Pitkethly (Said Business School)
Ron Sanchez (IMD, Lausanne)
Susan Segal-Horn (University of Kent)
Martin Slater (Oxford University)
Stephen Tallman (University of Utah)
David Teece (University of California, Berkeley) |
The specification in this catalogue, including without
limitation price, format, extent, number of illustrations,
and month of publication, was as accurate as
possible at the time the catalogue was compiled.
Occasionally, due to the nature of some contractual restrictions, we
are unable to ship a specific product to a particular territory.
Jacket images are provisional and liable to change before publication.
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