This major reference work is distinct from many other handbooks. It provides original contributions from top strategic management scholars rather than pure research reviews or collections of previously published articles. In the original chapters provided by these outstanding strategic management scholars, major ideas and theories relating to their particular areas of expertise are presented. The contributors examine the background on their topic through their own lenses, whilst also introducing new ideas that will influence the future of research in the field. The Handbook is structured into five sections looking at the strategic management process, the theoretical foundations of the field, various types of strategy, human factors, and teaching methods. As a whole, the volume will serve as a critical reference tool for students, scholars and professional managers.
This major reference work is distinct from many other handbooks. It provides original contributions from top strategic management scholars rather than pure research reviews or collections of previously published articles. In the original chapters provided by these outstanding strategic management scholars, major ideas and theories relating to their particular areas of expertise are presented. The contributors examine the background on their topic through their own lenses, whilst also introducing new ideas that will influence the future of research in the field. The Handbook is structured into five sections looking at the strategic management process, the theoretical foundations of the field, various types of strategy, human factors, and teaching methods. As a whole, the volume will serve as a critical reference tool for students, scholars and professional managers.
List of Figures.
List of Tables.
Contributors and Editors.
Acknowledgments.
Introduction..
Part I: Origin and Process.
1. Emerging Issue in Strategy Process Research (Gregory G. Dess and G.T. Lumpkin).
2. Strategic Decision-Making (Paul C. Nutt).
3. Strategy Formulation: The Roles of Conversation and Design (Jeanne M. Liedtka).
Part II: Theoretical Foundations.
4. Strategic Flexibility in the Old and New Economies (Kathryn Rudie Harrigan).
5. The Resource-based View: Origins and Implications (jay B. Barney and Asli M. Arikan).
6. A Stakeholder Approach to Strategic Management (R. Edward Freeman and John McVea).
7. Towards a Positive Interpretation of Transaction Cost Theory: The Central Roles of Entrepreneurship and Trust (Gareth R. Jones).
8. A Strategic Management Model of Agency Relationships in Firm Governance (Michael H. Lubatkin, Peter J. Lane and William S. Schulze).
9. Risk in Strategic Management Research (Philip Bromiley, Kent D. Miller and Devaki Rau).
10. Corporate Reputations as Economic Assets (Charles J. Fombrun).
Part III: Strategy Types.
11. Competitive Dynamics Research: Critique and Future Directions (Ken G. Smith, Walter J. Ferrier and Hermann Ndofor).
12. Diversification Strategy Research at a Crossroads: Established, Emerging and Anticipated Paths (Donald D. Bergh).
13. Mergers and Acquisitions: A Value Creating or Value Destroying Strategy (Michael A. Hitt, R. Duane Irland and Jeffrey S. Harrison).
14. Strategic Alliances (Andrew C. Inkpen).
15. Restructuring Strategies of Diversified Business Groups: Differences Associated with Country Institutional Environments (Robert E. Hoskisson, Richard A. Johnson, Daphne Yiu and William P. Wan).
16. Global Strategic Management (Stephen Tallman).
Part IV: Human Factors.
17. On Strategic Judgment (Richard L. Priem and Cynthia S. Cycyota).
18. Organizational Strucutr5e: Looking Through a Strategy Lens (Barbara Keats and Hugh M. O'Neill).
19. Corporate Governance (Sayan Chatterjee and Jeffrey S. Harrison).
20. Corporate Strategy and Ethics, as Corporate Strategy Comes of Age (Daniel R. Gilert , Jr.).
21. Business and Public Policy: Competing in the Political Marketplace (Gerald Keim).
22. Implementing Strategy: An Appraisal and Agenda for Future Research (Lawrence G. Hrebiniak and William F. Joyce).
23. Human Resources Strategy: The Era of our Ways (Scott A. Snell, Mark A. Shadur and Patrick M. Wright).
24. Strategy and Entrepreneurship; Outlines of an Untold Story (S. Venkataraman and Saras D. Sarasvathy).
Part V: Teaching Methods.
25. The Strategic Management Course: Tools and Techniques for Successful Teaching (Idalene F. Kesner).
Index.
Michael A. Hitt is a Distinguished Professor and holds the
Joseph Foster Chair in Business Leadership and the C.W. and Dorothy
Conn Chair in New Ventures at Texas A&M University. He is the
author and co-author of numerous books and journal articles, and
was formerly editor of the Academy of Management Journal and
president of the Academy of Management. He has received awards from
the American Society of Competitiveness for Outstanding Academic
Contributions (1996) and Outstanding Intellectual Contributions
(1997) to Competitiveness.
R. Edward Freeman is the Elis and Signe Professor of
Business Administration, University of Virginia. He has authored
and co-authored numerous books and articles. He has received
teaching awards at Wharton, Minnesota, and Darden, and research
awards from the International Association of Business and Society,
and the Social Issues Division of the Academy of Management. He
serves on the editorial boards of Business Ethics Quarterly,
Business and Society, and others.
Jeffrey S. Harrison is at Cornell University. His work has been published widely in prestigious academic journals, and he is the co-author of several books, including the successful strategic management text, Strategic Management of Organizations and Stakeholders (Second Edition, 1998). He serves on the editorial review boards of the Academy of Management Journal and Academy of Management Executive.
" This Handbook is a wonderful collection of articles from the top
scholars in the strategy field. It summarises the latest academic
thinking on a number of issues that are central to strategy and
identifies the questions that will pre-occupy strategy research for
the next decade. This is must reading for every serious scholar in
strategic management and a requirement for every PhD program in the
field." Constantinos Markides, LBS
"Hitt, Freeman and Harrison have put together a great Handbook of
Strategic Management. The scope and depth of its 25 chapters show
how much the field has evolved during the last twenty years. The
material is organized in a logical and easily accessible way with
lots of references for those who want to further explore a subject.
This Handbook will age well on the shelves of students and
teachers, scholars, and intellectually curious practitioners."
Robert Burgelman, Stanford University
"At long last, this handbook provides a comprehensive reference
text for theory and empirical research in strategic management. The
scope and thoroughness of the contributions are exceptional. The
handbook should be required reading for all Ph.D students in
strategic management. And it will be my first stop for a tour of
the literature on any topic in strategic management." Constance E
Helfat, Dartmouth University
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