Corporate Strategy
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Corporate Strategy

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Jeffrey A. Krug
Sage Library in Business and M

Part 1: Domain of Corporate Strategy
Chief Executive Officer, President, or General Manager: Roles and responsibilities - Kenneth R. Andrews
The Concept of Corporate Strategy - Kenneth R. Andrews
Strategy and Environment: A conceptual integration - L.J. Bourgeois III
Does Corporate Strategy Matter - Edward H. Bowman and Constance E. Helfat
Part 2: Scope of the Firm
Economies of Scope and the Scope of the Enterprise - David J. Teece
The Modern Corporation: Origins, Evolution, Attributes - Oliver E. Williamson
Part 3: Structural Analysis of Industries
How Competitive Forces Shape Strategy - Michael E. Porter
Structure-Profit Relationship at the Line of Business and Industry Level - David J. Ravenscraft
Do Markets Differ Much? - Richard Schmalensee
What is an Attractive Industry? - Birger Wernerfelt and Cynthia A. Montgomery
How Much Does Industry Matter? An Alternative Empirical Test - Thomas C. Powell
Part 4: Structural Analysis within Industries
From Entry Barriers to Mobility Barriers: Conjectural decisions and contrived deterrence to new competition - Richard E. Caves and Michael E. Porter
Strategic Groups and the Structure-Performance Relationship - Howard H. Newman
Strategic Group Formation and Performance: The case of the U.S. pharmaceutical industry, 1963-1982 - Karel O. Cool and Dan Schendel
Addressing Temporal Change in Strategic Groups Analysis: A three-mode factor analysis approach - Inga S. Baird, D. Sudharshan and Howard Thomas
A Test of Performance Similarity among Strategic Group Members in Conforming and Non-Conforming Industry Structures - Michael Lawless and Linda Finch Tegarden
From I-O Economics' S-C-P Paradigm through Strategic Groups to Competence-Based Competition: reflections on the puzzle of competitive strategy - Howard Thomas and Timothy Pollock
Dynamics of the Strategic Group Membership-Performance Linkage in Rapidly Changing Environments - José Ángel Zúñiga-Vicente, Juan Manuel de la Fuente-Sabaté and Isabel Suárez-Gonzáles
New Institutional Economics' Contribution to Strategic Groups Analysis - Stephanie Tywoniak, Peter Galvin and Jennifer Davies
Part 5: Diversification
A Model for Diversification - Igor H. Ansoff
Diversification Strategy and Profitability - Richard P. Rumelt
Corporate Diversification - Cynthia A. Montgomery
The Death of Diversification? The Focusing of the World's Industrial Firms, 1980-2000 - Lawrence G. Franko
Part 6: Vertical Integration
The Division of Labor is Limited by the Extent of the Market - George J. Stigler
Vertical Mergers, Market Powers, and the Antitrust Laws - William S. Comanor
The Vertical Integration of Production: Market failure considerations - Oliver E. Williamson
Formulating Vertical Integration Strategies - Kathryn Rudie Harrigan
The Role of Asset Specificity in the Vertical Integration Decision - Glen Whyte
Explaining Vertical Integration Strategies: Market power, transactional attributes and capabilities - Isabel Díez-Vial
Part 7: Global Integration
How Global Companies Win Out - Thomas Hout, Michael E. Porter and Eileen Rudden
Global Strategy: An organizing framework - Sumantra Ghoshal
Business-Level Competitive Strategy: A contingency link to internationalization - Kendall Roth and Allen J. Morrison
The Global Integration of Business Functions: A study of multinational businesses in integrated global industries - K. Kim, J-H Park and John E. Prescott
International Diversification and Firm Performance: The s-curve hypothesis - Jane W. Lu and Paul W. Beamish
Part 8: Growth and Entry Mode Strategies
Diversification Entry: Internal development versus acquisition - George S. Yip
Plant Creation versus Plant Acquisition: The entry process in Canadian manufacturing - John R. Baldwin and Paul K. Gorecki
Acquisition or Greenfield Start-Up? Institutional, Cultural and Transaction Cost Influences - Keith D. Brouthers and Lance Eliot Brouthers
Analysing Foreign Market Entry: The choice between Greenfield investment and acquisitions - Holger Görg
Determinants of FDI Mode Choice: Acquisition, Brownfield, and Greenfield entry in foreign markets - Yung-Ming Cheng
Part 9: Portfolio Analysis
Diagnosing the Product Portfolio - George S. Day
Strategic Attributes and Performance in the BCG Matrix- A PIMS-Based Analysis of Industrial Product Business - Donald C. Hambrick, Ian C. MacMillan and Diana L. Day
Managing Acquisitions of Strategic Business Units with the Aid of the Arbitrage Pricing Model - Mark Kroll and Stephen Caples
Rethinking the Product Portfolio: A generalized investment model - Timothy M. Devinney and David W. Stewart
Planning Your Firm's R&D Investment - George C. Hartmann, Mark B. Myers and Richard S. Rosenbloom
Part 10: Divestiture and Portfolio Restructuring
Overview of Corporate Restructuring Trends and Consequences - Edward H. Bowman and Harbir Singh
Please Note Location of Nearest Exit: Exit barriers and planning - Michael E. Porter
Divestiture, Market Valuation, and Strategy - Cynthia A. Montgomery, Ann R. Thomas and Rajan Kamath
Resetting The Clock: The dynamics of organizational change and failure - Terry L. Amburgey, Dawn Kelly and William P. Barnett
Testing the Time Variancy of Explanatory Factors of Strategic Change - José Vicente-Lorente and José Ángel Zúñiga-Vicente
Part 11: Strategy and Structure
Introduction - Strategy and Structure - Alfred D. Chandler, Jr.
A Move Toward a Multidivisional Structure in European Organizations - Lawrence G. Franko
Transaction Cost Analysis of Strategy-Structure Choice - Gareth R. Jones and Charles W.L. Hill
The Adoption of the Multidivisional Form of Organization: A contingency model - Joseph T. Mahoney
Economics, Politics and Nations: Resistance to the multidivisional form in France, Germany and the United Kingdom, 1983-1993 - Michael Mayer and Richard Whittington
Part 12: The Role of Executives and Corporate Headquarters
The Functions of the HQ Unit in the Multibusiness Firm - Alfred Dupont Chandler, Jr.
Governance Costs, Determinants, and Size of Corporate Headquarters - Rolf B hner
Upper Echelons: The organization as a reflection of its top managers - Donald C. Hambrick and Phyllis A. Mason
The Impact of Chief Executive Officer Personality on Top Management Team Dynamics: One mechanism by which leadership affects organizational performance - Randall S. Peterson D. Brenth Smith, Paul V. Martorana and Pamela D. Owens
Long-Term Top Management Team Effects in Mergers and Acquisitions - Jeffrey A. Krug and Walt Shill
Strategy has become an increasingly difficult task in light of rapid technological change and globalization trends during the last two decades. Corporate strategy focuses on the multi-business firm with competitive positions in a broad range of industries, geographical areas and value chain activities. Corporate strategy is, therefore, not only the domain of the chief executive officer or chief strategist. It is also the domain of marketing, finance, production, and human resource management which support and promote the firm's overall strategic direction.