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9781405100670

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a This timely collection of work on a realizing strategya showcases new research on strategy process. Many of the chapters integrate strategy content and process, greatly improving our understanding of the links between key aspects of strategy. The handbook leads the way toward promising new directions in research on strategy process, including longitudinal analyses and evolutionary dynamics and is essential reading for all strategic management scholars, consultants, and executives.a Constance E Helfat, Tuck School of Business <!----end---->

'This timely collection of work on 'realizing strategy' showcases new research on strategy process. Many of the chapters integrate strategy content and process, greatly improving our understanding of the links between key aspects of strategy. The handbook leads the way toward promising new directions in research on strategy process, including longitudinal analyses and evolutionary dynamics and is essential reading for all strategic management scholars, consultants, and executives.' Constance E Helfat, Tuck School of Business

a This timely collection of work on a realizing strategya showcases new research on strategy process. Many of the chapters integrate strategy content and process, greatly improving our understanding of the links between key aspects of strategy. The handbook leads the way toward promising new directions in research on strategy process, including longitudinal analyses and evolutionary dynamics and is essential reading for all strategic management scholars, consultants, and executives.a Constance E Helfat, Tuck School of Business

'This timely collection of work on 'realizing strategy' showcases new research on strategy process. Many of the chapters integrate strategy content and process, greatly improving our understanding of the links between key aspects of strategy. The handbook leads the way toward promising new directions in research on strategy process, including longitudinal analyses and evolutionary dynamics and is essential reading for all strategic management scholars, consultants, and executives.' Constance E Helfat, Tuck School of Business

Author Information

Bala Chakravarthy is Professor of Strategy and International Management at IMD in Switzerland. He is the author of Managing Coal (1981), and co-author with Peter Lorange of Implementing Strategic Processes (Blackwell Publishers, 1992) and Managing the Strategy Process (1991). He is a member of the board of directors of the Strategic Management Society. Guenter Mueller-Stewens is Professor of Management and Organization and Managing Director at the Institute of Management of the University of St Gallen in Switzerland. He is co-author with Christoph Lechner of Strategisches Management (2001). He is a member of the advisory board of several international companies. Peter Lorange is President of IMD in Switzerland. He is Professor of Strategy and holds the Nestlé Chair. He is the author or co-author of many books, including Strategic Planning and Control (Blackwell Publishers, 1993), New Vision for Management Education: Leadership Challenges (2002), and Cooperative Strategies & Alliances (co-edited with Farok J. Contractor, 2002). He serves on the board of directors of several corporations.Christoph Lechner is a Faculty Member for Strategic Management at the University of St Gallen in Switzerland. He is co-author with Guenter Mueller-Stewens of Strategisches Management (2001) and author of Die Entwicklung von Allianzsystemen (1999). He is a member of the board of directors at Hügli AG, and works on strategy-related topics with several international firms.

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