Strategic Flexibility: Managing in a Turbulent Environment - Hardcover

International Strategic Management Society Conference 1996 Phoenix, A; Thomas, Howard; O'Neal, Don; Prahalad, C. K.

Hardcover

ISBN 10: 0471984736 ISBN 13: 9780471984733

Publisher: John Wiley & Sons Inc, 1999

Synopsis

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.

About this title

From the Inside Flap:

Strategic Flexibility Managing in a Turbulent Environment Edited by Gary Hamel, London Business School, UK C. K. Prahalad, University of Michigan, USA Howard Thomas, University of Illinois at Urbana-Champaign, USA Don O’Neal, University of Illinois at Springfield, USA Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the ‘best in global strategic management’ for academics, business practitioners and consultants. This book looks at five main issues:

• Innovation — moving from a strategy of low-cost leadership to one of innovation, utilizing pockets of innovation, technological development from R&D consortia, and the influence of strategic trajectories on technological innovation.
• Organization — deliberate and emergent corporate cultures, value-creation as a function of organizational form, strategic reengineering as a framework for understanding industries, and changing organizational structure to enhance organizational knowledge.
• Leadership — good ethics vs. good business, the role of leaders in managing knowledge, the influence of corporate headquarters on organizational learning, measuring board performance, and where strategic ideas come from.
• Partnership — managing supplier relationships, and understanding the knowledge structures of European managers.
• Competence — a renewed model of competence, determining optimal organizational form in MNCs, an empirical analysis of the value of having/developing core competences, and mechanisms for matching firm-level competences with industry-level sources of competitive advantage.

From the Back Cover:

Moving towards the zenith of the technological age brings with it an ever-increasing amount of uncertainty, change and flux. Academic, business and consultative commentators around the world have for years been speculating on the divergent courses we may take through the information maze, and on the different possibilities we may attain when we get there. What is needed now is not another set of possibilities, but an entirely new way of looking, seeing and responding. The worldwide turbulence will require different perspectives on organizations, different styles of leadership, and perhaps most important, the strategic flexibility on which this volume focuses. This is summed up by Gary Hamel and C. K. Prahalad: "Developing a program of ideas ? new ideas, new theory, new applications, new concepts ? that are relevant to a manager facing the new millennium? To do that we need to escape old constraints, old thinking, old questions, and address everything that is new. We hope that ? we can work together to help set the research agenda for the field of strategic management in the year 2000 and beyond. Let?s break out of old paradigms; let?s challenge received dogma; let?s have the courage to ask new questions; let?s rekindle our passion for relevance."

About this edition

• Publisher: John Wiley & Sons Inc
• Publication date: 1999
• ISBN 10: 0471984736
• ISBN 13: 9780471984733
• Binding: Hardcover
• Edition number: 1
• Number of pages: 416
• Editor: Hamel Gary, O'Neal Don