Strategy, structure, and style
Author(s)
Bibliographic Information
Strategy, structure, and style
(The strategic management series)
Wiley, 1997
Available at 27 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references
Description and Table of Contents
Description
Although it is impossible to include in one volume the full breadth of ideas under discussion in the area of strategic management, the editors have selected contributions that offer interesting food for thought in three currently crucial strategic conversations: Strategy - demonstrates the diversity of research topics in strategy. Structure - addresses how organizational structure can help/hinder corporate strategy. Style - management or corporate--is not often discussed directly in strategic management literature, though its presence and effects are pervasive. 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.
Table of Contents
Partial table of contents:
STRATEGY.
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.
by "Nielsen BookData"