Strategy, Structure and Style

by Thomas, Howard; O'Neal, Donald E.; Ghertman, Michel

• ISBN13: 9780471968825
• ISBN10: 047196882X
• Edition: 1st
• Format: Hardcover
• Copyright: 1997-04-03
• Publisher: Wiley

Summary

Although it is impossible to include in one volume the full breadth of ideas under discussion in the area of strategic management, the editors have selected contributions that offer interesting food for thought in three currently crucial strategic conversations: Strategy - demonstrates the diversity of research topics in strategy. Structure - addresses how organizational structure can help/hinder corporate strategy. Style - management or corporate--is not often discussed directly in strategic management literature, though its presence and effects are pervasive. Strategy, Structure and Style addresses another of the Strategic Management Society's primary concerns--how to build and maintain bridges between management theory and business practice.

Author Biography

About the Editors 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, after serving as Interim Dean since August 1991. Prior to this he was Foundation Professor of Management at the Australian Graduate School of Management, AGSM, Australia’s National Business School in Sydney, 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 Vice President of Publications and President-Elect 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 E. 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 UIUC. His interests include research in corporate governance, and consulting in the areas of strategy and leadership. Michel Ghertman, PhD is a Professor of Strategic Management and International Business at the HEC Graduate School of Management in Paris, France. He serves as a consultant to multinational firms on their global strategies and national operations. He has been Visiting Professor at the London and Manchester Business Schools, the University of California at Berkeley and at HEC Lausanne. He has also published twelve other titles in both English and French and was Chair at the SMS conference where the ideas for this volume first originated.

Table of Contents

Contributors	ix	(4)
Series Preface	xiii	(2)
INTRODUCTION	xv
SECTION I: STRATEGY	1	(132)
1 Trustworthiness as a Source of Competitive Advantage	5	(18)
J. B. Barney
M. H. Hansen
2 CEO Duality and Firm Performance: An International Comparison	23	(18)
B. K. Boyd
M. Howard
W. O. Carroll
3 Excess Capacity and Global Competition: A Resource-based Approach	41	(28)
J. Canals
4 Managing Corporate Transformation: Two Contrasting Leadership Styles	69	(16)
B. Chakravarthy
5 Hypercompetition	85	(14)
R. A. D'Aveni
6 Mapping the Competence Boundaries of the Firm: Applying Resource-based Strategic Analysis	99	(14)
K. Monteverde
7 Developing and Deploying Corporate Resources in the Technological Race to Market	113	(20)
L. C. Wright
R. W. Wright
SECTION II: STRUCTURE	133	(126)
8 Cognitive Processes in Alliance: Birth, Maturity, and (Possible) Death	137	(22)
P. Barr
W. Bogner
K. Golden-Biddle
H. Rau
H. Thomas
9 Organizing for Competitive Advantage: The Machine Adhocracy	159	(24)
C. Bowman
S. Carter
10 Success and Failure of International Strategic Alliances: Evidence from In-depth Case Studies	183	(18)
D. Faulkner
J. McGee
11 The Unit of Activity: Towards an Alternative to the Theories of the Firm	201	(18)
K. Haanaes
B. R. Lowendahl
12 Patterns of Strategic Alliance Activity in the Global Steel Industry	219	(22)
R. Madhavan
B. R. Koka
J. E. Prescott
13 Beyond or Behind the M-Form? The Structures of European Business	241	(18)
R. Whittington
M. Mayer
SECTION III: STYLE	259	(118)
14 The Myth of the Global Renaissance Manager	263	(20)
J. F. Craig
P. W. Yetton
15 Institutional Environment Effects on Transaction Costs: A Comparative Analysis of the US and French Nuclear Power Industries	283	(18)
M. Delmas
M. Ghertman
B. Heiman
16 A Strategy for More Effective Executive Development	301	(10)
X. Gilbert
P. Lorange
17 The Study of National Strategic Management: A Methodological Discussion	311	(18)
T. Hafsi
P. Martin de Holan
18 Uncertainty, Complexity and New Product Performance	329	(28)
R-A. Thietart
J-M. Xuereb
19 Forms of TMT Consensus and Organizational Change: An Integrative Model	357	(20)
B. Wooldridge
S. W. Floyd
Index	377