Overview

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.

Full Product Details

Author:   David O. Faulkner (Professor of Strategy, Royal Holloway School of Management, University of London) ,  Andrew Campbell (Director, Ashridge Strategic Management Centre)
Publisher:   Oxford University Press
Imprint:   Oxford University Press
Edition:   New edition
Dimensions:   Width: 17.10cm , Height: 5.40cm , Length: 24.60cm
Weight:   1.821kg
ISBN:  

9780199275212

ISBN 10:   0199275211
Pages:   1062
Publication Date:   06 April 2006
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   To order  
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Table of Contents

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

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 *

`'... 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

'... 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

Author Information

David Faulkner is Professor of Strategy at the Royal Holloway School of Management, University of London. His specialist research area is International Cooperative Strategy and Acquisitions on which subject he has written, edited or co-authored a number of books. He is an Oxford educated economist by background and spent much of his early career as a strategic management consultant with McKinsey and Co. and Arthur D.Little. Andrew Campbell is a Director of Ashridge Strategic Management Centre and active as a consultant on strategic issues for major corporate clients. He is also a visiting professor at City University. He holds an MBA from the Harvard Business School where he was a Harkness Fellow and a Baker Scholar.

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