Strategy, Structure and Style
Produktdetaljer
Biografisk notat
About the Editors
Howard Thomas is Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana-Champaign, and James F. Towey Professor of Strategic Management at UIUC. He became Dean in May 1992, after serving as Interim Dean since August 1991. Prior to this he was Foundation Professor of Management at the Australian Graduate School of Management, AGSM, Australia's National Business School in Sydney, New South Wales, and Director of the Doctoral Program at London Business School, England. He is internationally recognized as one of the leading experts in the field of strategic management theory. He serves on the editorial boards of various management journals and is Vice President of Publications and President-Elect for the Strategic Management Society and has published widely in the areas of corporate and competitive strategy. He has an international reputation as a consultant in strategy and serves on a number of boards.
Donald E. O'Neal, MBA and PhD (Business Administration), University of Illinois is an Assistant Professor of Management at the University of Illinois at Springfield. After a successful business career, including management positions in engineering and sales, and, latterly, as Vice President of Human Resources, he studied for a doctorate in strategic management at UIUC. His interests include research in corporate governance, and consulting in the areas of strategy and leadership.
Michel Ghertman, PhD is a Professor of Strategic Management and International Business at the HEC Graduate School of Management in Paris, France. He serves as a consultant to multinational firms on their global strategies and national operations. He has been Visiting Professor at the London and Manchester Business Schools, the University of California at Berkeley and at HEC Lausanne. He has also published twelve other titles in both English and French and was Chair at the SMS conference where the ideas for this volume first originated.
Trustworthiness as a Source of Competitive Advantage (J. Barney & M. Hansen).
Excess Capacity and Global Competition: A Resource-Based Approach (J. Canals).
Hypercompetition (R. D'Aveni).
Developing and Deploying Corporate Resources in the Technological Race to Market (L. Wright & R. Wright).
STRUCTURE.
Organizing for Competitive Advantage: The Machine Adhocracy (C. Bowman & S. Carter).
The Unit of Activity: Towards an Alternative to the Theories of the Firm (K. Haanaes & B. Lowendahl).
STYLE.
The Myth of the Global Renaissance Manager (J. Craig & P. Yetton).
A Strategy for More Effective Executive Development (X. Gilbert & P. Lorange).
The Study of National Strategic Management: A Methodological Discussion (T. Hafsi & P. Martin de Holan).
Forms of TMT Consensus and Organizational Change: An Integrative Model (B. Wooldridge & S. Floyd).
Index.
* strategy - demonstrating the diversity of research topics in strategy, these chapters include discussions of trust between trade partners, CEO duality, excess capacity, dynamic strategies, distinctive competences and strategic windows
* structure - addressing how organizational structure can help/hinder corporate strategy, these chapters demonstrate how change should be implemented including issues such as strategic alliances, cognitive processes, the M-form organization, and a new theory of the firm
* style - argues the pervasive and profound effects of management style on the organization from the perspectives of the global manager, government policies, executive education, government leadership, reducing uncertainty/complexity and gaining management consensus.
Strategy, Structure and Style addresses another of the Strategic Management Society's primary concerns - how to build and maintain bridges between management theory and business practice.
Produktdetaljer
Biografisk notat
About the Editors
Howard Thomas is Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana-Champaign, and James F. Towey Professor of Strategic Management at UIUC. He became Dean in May 1992, after serving as Interim Dean since August 1991. Prior to this he was Foundation Professor of Management at the Australian Graduate School of Management, AGSM, Australia's National Business School in Sydney, New South Wales, and Director of the Doctoral Program at London Business School, England. He is internationally recognized as one of the leading experts in the field of strategic management theory. He serves on the editorial boards of various management journals and is Vice President of Publications and President-Elect for the Strategic Management Society and has published widely in the areas of corporate and competitive strategy. He has an international reputation as a consultant in strategy and serves on a number of boards.
Donald E. O'Neal, MBA and PhD (Business Administration), University of Illinois is an Assistant Professor of Management at the University of Illinois at Springfield. After a successful business career, including management positions in engineering and sales, and, latterly, as Vice President of Human Resources, he studied for a doctorate in strategic management at UIUC. His interests include research in corporate governance, and consulting in the areas of strategy and leadership.
Michel Ghertman, PhD is a Professor of Strategic Management and International Business at the HEC Graduate School of Management in Paris, France. He serves as a consultant to multinational firms on their global strategies and national operations. He has been Visiting Professor at the London and Manchester Business Schools, the University of California at Berkeley and at HEC Lausanne. He has also published twelve other titles in both English and French and was Chair at the SMS conference where the ideas for this volume first originated.