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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.

Deals with the question of how firms can compete in a global environment. This book examines the issues considered central to the study of strategic management in a global context, such as the nature of global advantage, strategic alliances, competing in emerging markets, international corporate governance, global knowledge management, and more.

This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that, in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top - their experiences, abilities, values, social connections, aspirations, and other human features.

New Managerial Mindsets Organizational Transformation and Strategy Implementation In order to make sense of the new frontier of business, which entails rapid and unpredictable changes, strategic discontinuities, economic uncertainties and hypercompetition, new forms of managerial thinking will be required.

Managers today face a new business frontier, one that is increasingly interdependent and interconnected. The key to survival for the modern business manager is strategic flexibility.

This book explains the strategic opportunities in global business economics, particularly focusing on the North and South American continents. The three main theories of strategy focus on competition and core competence, joint ventures and strategic alliances, and corporate performance.

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.

This book reflects the history, current issues, and future challenges of the strategic management field. It highlights the distinctiveness of strategic management as different from a specialized functional area in an organization or a specific academic discipline.

Based on the 1992 Strategic Management Society (SMS) conference, this book looks at the themes discussed, centering on the view that major corporations worldwide are transforming themselves into post-industrial organizations while being heavily influenced by the political, economic and social changes taking place around them.

Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the a best in global strategic managementa for academics, business practitioners and consultants. This book addresses the theme of core competence and the processes and issues involved in managing core competence.

Deals with the process of strategic management and change.

Since the early 1980s it has been recognized that a firma s resources, capabilities and competencies help it gain a competitive advantage, that in turn produces higher performance. This resource--based view of the firm has been an important development in the field of strategic management.

The end of the nineteenth century saw the construction of the vertically integrated value chains that came to define modern business. The end of the twentieth century witnessed their deconstruction. In industries across the economy, markets are intruding on the web of proprietary arrangements that have held these chains together.

Presents an action plan for how firms can build, improve, and defend their competitive advantage at every stage of their life cycle. For start-up firms entering a market, this title provides a model for exploiting competitive uncertainty and blind spots.