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Also Recommended
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Volume One: Strategy Overview and Competitive Strategy
David O. Faulkner, Andrew Campbell
£135.00
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Volume Two: Corporate Strategy
David O. Faulkner, Andrew Campbell
£130.00
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Andrew Crane, Abagail McWilliams...
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The Oxford Handbook of Strategy
A Strategy Overview and Competitive Strategy
Edited by David O. Faulkner and Andrew Campbell
1,064 pages
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Numerous tables and line drawings
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246x171mm
978-0-19-927521-2
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Paperback
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06 April 2006
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- Coverage of cutting-edge and emergent issues such as knowledge management, real options, and flexibility
- Unites team of leading international strategy academics
- Demonstrates fresh analytical insight and critical thinking
- Strong interdisciplinary coverage (economics, sociology, technology, knowledge management)
- Chapters are accessibly written
The Oxford Handbook of Strategy covers 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.
Chapters examine six key areas: Approaches to Strategy, Strategic Analysis and Formulation, Corporate Strategy; International Strategy; Strategies
of Organizational Change; and Strategic Flexibility and Uncertainty.Readership: Academics, researchers, and postgraduate students in the field of business strategy; managers; strategic planners and consultants
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Edited by David O. Faulkner, Professor of Strategy, Royal Holloway School of Management, University of London, and Andrew Campbell, Director, Ashridge Strategic Management Centre Contributors:
Alain Verbeke (University of Brussells)
Alan Rugman (University of Oxford/Indiana University)
Andrew Campbell (Ashridge Strategic Management Centre)
Bruce Kogut (Wharton School of Management)
C. K. Prahalad (University of Michigan)
Cliff Bowman (Cranfield School of Management)
David Barron (Saïd Business School, Oxford University)
David O. Faulkner
(Royal Holloway School of Management, University of London)
David Teece (University of California, Berkeley)
Geoff Coyle (South Bank University)
Henk Volberda (Rotterdam School of Management, Erasmus University)
John Child (Birmingham University)
John H. Powell (Bath University)
John Kay
John McGee (Warwick Business School)
Kathleen Sommers Luchs (Ashridge Strategic Management Centre)
Martin Slater (Oxford University)
Michael Goold (Ashridge Strategic Management Centre)
Peter Buckley (University of Leeds)
Nalin Kulatilaka
Peter Johnson (Oxford University)
Peter McKiernan (St Andrews University)
Peter Williamson (INSEAD)
Ray Loveridge (Saïd Business School, Oxford University)
Richard Schoenberg (Judge Institute of Management Studies, University of Cambridge)
Richard Whipp (Cardiff University)
Richard Whittington (Saïd Business School, University of Oxford)
Robert Grant (Georgetown University)
Robert Pitkethly (Said Business School)
Ron Sanchez (IMD, Lausanne)
Stephen Tallman (University of Utah)
Susan Segal-Horn (University of Kent)
Yves Doz (INSEAD)
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"'... 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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1.: D. O. Faulkner and A. Campbell: Introduction
Part I: Approaches to Strategy
2.: J. Kay, P. McKiernan, and D. O. Faulkner: The History of Strategy
3.: M. Slater: The Boundary of the Firm
4.: D. Barron: Evolutionary Theory
5.: R. Loveridge: Institutional Theory
6.: D. Teece: Technology Strategy
7.: P. Johnson: The Valuation of Strategies
8.: R. Grant: The Knowledge-based Approach
Part II: Strategic Analysis and Formulation
9.: R. Pitkethly: Analysing the Environment
10.: J. McGee: Strategic Groups
11.: R. G. Coyle: Scenario Planning
12.: R. Sanchez: Analysing Internal and Competitor Resources
13.: S. Tallman: Dynamic Capabilities
14.: C. Bowman: Strategy Formulation
15.: J. Child: Organizational Learning
16.: S. Segal-Horn: Strategy in Service Organizations
Part III: Corporate Strategy
17.: M. Goold and K. Sommers Luchs: Diversification
18.: C. K. Prahalad and Y. Doz: The Rationale for Multibusiness Companies
19.: A. Campbell: The Role of the Centre
20.: R. Schoenberg: Mergers and Acquisitions
21.: D. O. Faulkner: Strategic Alliances and Networks
Part IV: International Strategy
22.: D. O. Faulkner: International Strategy
23.: A. Rugman and A. Verbeke: Global Strategy
24.: P. Buckley: The Multinational Corporation
Part V: Strategies of Organizational Change
25.: R. Whipp: Managing Change
26.: P. McKiernan: Turnarounds
27.: R. Whittington: Organization Structure
28.: P. Williamson: Organization Renewal
Part VI: Strategic Flexibility and Uncertainty
29.: J. H. Powell: Game Theory
30.: B. Kogut: A Real Options Framework
31.: H. Volberda: Strategic Flexibility
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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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