| 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 C. K. Prahalad, Yves Doz, Bruce Kogut, Alan Rugman, Henk Volberda, Peter Williamson
- Demonstrates fresh analytical insight and critical thinking
- Invaluable resource for academics, students, and professionals
- Divided into four sections: 'Corporate Strategy', 'International Strategy', 'Strategies of Organizational Change', and 'Strategic Flexibility and Uncertainty'
- Draws upon different disciplinary approaches
| 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 an international team of contributors who are all recognised 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 Two looks at the challenges and choices for the corporation under four main headings: Corporate Strategy (Diversification, The Role of the Centre, Mergers and Acquisitions, Strategic Alliances and Networks);
International Strategy; Strategies of Organizational Change (Managing Change, Turnarounds, Organizational Structure, Organizational Renewal); and Strategic Flexibility and Uncertainty (Game Theory, A Real Options Framework, Strategic Flexibility). It concerns itself primarily with the multi-business unit corporation, how it decides which businesses to be in, and how to run them.
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Readership: Academics, researchers, and postgraduate students in the field of business strategy; managers; strategic planners and consultants
| Contents |
1.
Introduction
,
A. Campbell and D. O. Faulkner
Part I: Corporate Strategy
2.
Diversification
,
M. Goold and K. Luchs
3.
The Rationale for Multibusiness Companies
,
C. K. Prahalad and Y. Doz
4.
The Role of the Centre
,
A. Campbell
5.
Mergers and Acquisitions
,
R. Schoenberg
6.
Strategic Alliances and Networks
,
D. O. Faulkner
Part II: International Strategy
7.
International Strategy
,
D. O. Faulkner
8.
Global Strategy
,
A. Rugman and A. Verbeke
9.
The Multinational Corporation
,
P. Buckley
Part III: Strategies of Organizational Change
10.
Managing Change
,
R. Whipp
11.
Turnarounds
,
P. McKiernan
12.
Organization Structure
,
R. Whittington
13.
Organization Renewal
,
P. Williamson
Part IV: Strategic Flexibility and Uncertainty
14.
Game Theory
,
J. H. Powell
15.
A Real Options Framework
,
B. Kogut
16.
Strategic Flexibility
,
H. Volberda
|
| 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:Peter Buckley (University of Leeds)
Andrew Campbell (Ashridge Strategic Management Centre)
Yves Doz (INSEAD)
David O. Faulkner (Saïd Business School, University of Oxford)
Michael Goold (Ashridge Strategic Management Centre)
Bruce Kogut (Wharton School of Management)
Kathleen Luchs (Ashridge Strategic Management Centre)
Peter McKiernan (St Andrews University)
John H. Powell (Bath
University)
C. K. Prahalad (University of Michigan)
Alan Rugman (University of Oxford/Indiana University)
Richard Schoenberg (Judge Institute of Management Studies, University of Cambridge)
Alain Verbeke (University of Brussells)
Henk Volberda (Rotterdam School of Management, Erasmus University)
Richard Whipp (Cardiff University)
Richard Whittington (Saïd Business School, University of
Oxford)
Peter Williamson (INSEAD) |
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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