Strategy and Performance

1. Front Matter

   Pages i-xiv

   PDF

2. Creating Value in the New Competitive Landscape

   1. Creating Value in the New Competitive Landscape

      • Abby Ghobadian, Nicholas O’Regan, Howard Viney, David Gallear

      Pages 1-10

3. Competing in the Global Marketplace

   1. Front Matter

      Pages 11-11

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   2. Developing and Managing Strategic Alliances, Building Social Capital and Creating Value

      • Michael A. Hitt, R. Duane Ireland, Michael D. Santoro

      Pages 13-34

   3. Towards a Theory of Multinational Enterprises and the Civil Society

      • Alan M. Rugman, Alain Verbeke

      Pages 35-53

4. Changing Industry Configuration

   1. Front Matter

      Pages 55-55

      PDF

   2. Building versus Acquiring Resources: Analysis and Application to Learning Theory

      • Jay B. Barney, Tony W. Tong

      Pages 57-81

   3. Better Constructs for Analysis and Management of Firm Competence

      • Paul J. Knott

      Pages 82-97

   4. Intangible Resources and Export Marketing Strategy as Determinants of Export Performance: An Empirical Analysis from the Resource-based View

      • Alex Rialp-Criado, Josep Rialp-Criado, Catherine N. Axinn, Sharon Thach

      Pages 98-131

   5. Strategic Planning: The Key to Enhanced Performance?

      • Nicholas O’Regan, Abby Ghobadian

      Pages 132-161

5. Organizational Change

   1. Front Matter

      Pages 163-163

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   2. Understanding the HR Strategies of the 1990s

      • Craig R. Littler

      Pages 165-184

   3. Managing in Times of Change: Avoiding Management Myopia

      • Malcolm Goodman

      Pages 185-202

   4. Understanding Inertia: Developing a Multi-disciplinary Perspective?

      • Audley Genus

      Pages 203-220

6. Managing Technological Change

   1. Front Matter

      Pages 221-221

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   2. A Dynamic Resource-based View of the Interaction between Technological Resources, Corporate Diversification and Performance

      • Francisco Javier Forcadell

      Pages 223-248

7. Innovation

   1. Front Matter

      Pages 249-249

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   2. Developing a Compass to Navigate the Innovation Journey

      • Zoe J. Radnor, Hannah Noke, Tudor Rickards

      Pages 251-267

   3. Leadership and Innovation: Surfacing Synergies among Constructs and Theories

      • Elisabeth Wilson-Evered, Charmine Härtel, Matthew Neale

      Pages 268-285

8. Conclusion

   1. Front Matter

      Pages 287-287

      PDF

Terms such as the 'new competitive landscape', 'hypercompetition' and 'inherent instability and change' have been used over the past decade to describe the changing global competitive environment. A plethora of strategic and operational measures have been used to enable firms to gain sustainable competitive advantage, with varying degrees of success. Yet we remain in largely uncharted territory with strategic preparation for the future becoming a critical activity. Strategy and Performance provides academics, practitioners and students with a highly focused approach to competing in the global marketplace.

• innovation
• management
• marketing
• Organisation
• organization
• strategic management
• strategic planning
• strategy

' Strategy and Performance is a collection of 14 papers by international writers which address five principal areas of strategy: competition; innovation; industry, organisational and technological change. Interspersed with 'compare and contrast' academic reviews of strategic theory are lively research-based analyses. The new research contained in [the book] is well worth seeking out and discussing.' - Best of Biz www.bestofbiz.com

• Centre for Interdisciplinary Strategic Management Research, Middlesex University Business School, London

  Abby Ghobadian, Nicholas O’Regan, David Gallear, Howard Viney

CATHERINE N. AXINN College of Business, Ohio University, USA JAY B. BARNEY Fisher College of Business, The Ohio State University, USA FRANCISCO J. FORCADELL Universidad Rey Juan Carlos, Madrid, Spain AUDLEY GENUS University of Newcastle upon Tyne Business School, UK MALCOLM GOODMAN Durham University, UK CHARMINE HÄRTEL Monash University, Australia MICHAEL A. HITT W.P. Carey School of Business, Arizona State University, USA R. DUANE IRELAND Robins School of Business, University of Richmond, USA PAUL J. KNOTT University of Canterbury, Christchurch, New Zealand CRAIG R. LITTLER University of London, Royal Holloway, UK and Curtin University Business School, Perth, Australia MATTHEW NEALE Queensland University of Technology, Australia HANNAH NOKE University of Bradford School of Management, UK ZOE J. RADNOR Warwick Business School, UK ALEX RIALP-CRIADO Autonomous University of Barcelona, Spain JOSEP RIALP-CRIADO Autonomous University of Barcelona, Spain TUDOR RICKARDS Manchester Business School, UK ALAN M. RUGMAN Indiana University, Kelley School of Business, and Templeton College, Oxford MICHAEL D. SANTORO LeHigh University, Bethlehem, Pennsylvania, USA SHARON THACH Tennessee State University College of Business, USA HOWARD THOMAS Warwick University, UK TONY W. TONG Fisher College of Business, The Ohio State University, USA ALAIN VERBEKE University of Calgary, Canada ELISABETH WILSON-EVERED Monash University, Australia

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