Strategic Flexibility Managing in a Turbulent Environment

by Hamel, Gary; Prahalad, C. K.; Thomas, Howard; O'Neal, Donald E.

• ISBN13: 9780471984733
• ISBN10: 0471984736
• Edition: 1st
• Format: Hardcover
• Copyright: 1999-01-26
• Publisher: WILEY

Summary

Published in association with the Strategic Management Society, this books illustrates the best in global strategic management. In particular, the theme of "strategic flexibility"-i.e., the ability to manage effectively in a world of ever-growing change-is introduced.

Author Biography

About the Editors Gary Hamel is Professor of Strategic and International Management at London Business School. He was formerly visiting Professor of International Business at the Graduate School of Business Administration, University of Michigan. Gary Hamel teaches on corporate senior executive programmes, and is a consultant to various American, European and Japanese multinationals. He is on the editorial board of the Strategic Management Journal and is a member of the Global Business Network. He is author of Competing for the Future with C. K. Prahalad. C. K. Prahalad is Harvey C. Fruehauf Professor of Business Administration and Professor of Corporate Strategy and International Business at the Graduate School of Business Administration, University of Michigan. He has consulted with many multinational firms including Motorola, AT&T, Philips, Honeywell and Eastman Kodak. He is co-author with Gary Hamel of the McKinsey Award winning article, The Core Competence of the Corporation. Howard Thomas is Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana-Champaign, and James F. Towey Professor of Strategic Management at UIUC. He became Dean in May 1992. Prior to this he was Foundation Professor of Management at the Australian Graduate School of Management, New South Wales, and Director of the Doctoral Program at London Business School, England. He is internationally recognized as one of the leading experts in the field of strategic management theory. He serves on the editorial boards of various management journals and is President for the Strategic Management Society and has published widely in the areas of corporate and competitive strategy. He has an international reputation as a consultant in strategy and serves on a number of boards. Donald O’Neal, MBA and PhD (Business Administration), University of Illinois is an Assistant Professor of Management at the University of Illinois at Springfield. After a successful business career, including management positions in engineering and sales, and, latterly, as Vice President of Human Resources he studied for a doctorate in strategic management at the UIUC. In addition to teaching his interests include research in corporate governance and consulting in the areas of strategy and leadership.

Table of Contents

Contributors	ix	(4)
Series Preface	xiii	(2)
Introduction	xv
SECTION I: INNOVATION	1	(74)
1 Improving Innovation Performance in Older Firms: The General Manager's Role	3	(10)
James A. Christiansen
2 Everyday Innovation/Everyday Strategy	13	(16)
Gerry Johnson
Anne Sigismund Huff
3 Cooperative R&D and Competence Building	29	(22)
Bertrand Quelin
Caroline Mothe
4 Strategic Trajectories and Patterns of Innovation	51	(24)
J.L. Stimpet
Michael E. Wasserman
Mulumudi Jayaram
SECTION II: ORGANIZATION	75	(80)
5 The H-P Way: An Application Using Deliberate and Emergent Corporate Cultures to Analyze Strategic Competitive Advantage	77	(16)
Stanley J. Kowalczyk
George W. Giusti
6 Good for Practice: An Integrated Theory of the Value of Alternative Organizational Forms	93	(22)
Raymond E. Miles
Grant Miles
Charles C. Snow
7 Strategic Reengineering: An Internal Industry Analysis Framework	115	(22)
Kenneth D. Pritsker
8 Changing Formal and Informal Structure to Enhance Organizational Knowledge	137	(18)
Tracy A. Thompson
Kathleen L. Valley
SECTION III: LEADERSHIP	155	(100)
9 Opening Pandora's Box: Do Good Ethics Make Good Business?	157	(16)
Paul C. Godfrey
David A. Whetten
Hal B. Gregersen
10 Sage, Visionary, Prophet and Priest: Leadership Styles of Knowledge Management and Wisdom	173	(22)
Sebastian Green
Patrice Cooper
11 Information Competences and Knowledge Creation at the Corporate Centre	195	(24)
Yasmin Merali
John McGee
12 Evaluating Board Performance	219	(16)
Don O'Neal
Howard Thomas
13 Where Do Strategic Ideas Come from?	235	(20)
Paul Raimond
SECTION IV: PARTNERSHIP	255	(46)
14 Strategic Supplier Segmentation: A Model for Managing Suppliers in the 21st Century	257	(22)
Jeffrey H. Dyer
Dong Sung Cho
Wujin Chu
15 An Investigation of the Knowledge Structures of French and German Managers	279	(22)
Steven Floyd
Michael Lubatkin
Pancho Nunes
Karsten Heppner
SECTION V: COMPETENCE	301	(90)
16 The Alchemy of Competence	303	(28)
Thomas Durand
17 Structure Decisions and the Multinational Enterprise: A Dynamic Competence Perspective	331	(20)
Dennis M. Garvis
William C. Bogner
18 Discovering Strategy: Competitive Advantage from Idiosyncratic Experimentation	351	(20)
Rita Gunther McGrath
19 Strategic Renewal and Competence Building: Four Dynamic Mechanisms	371	(20)
Henk W. Volberda
Charles Baden-Fuller
Index	391