Corporate Strategy

Three-Volume Se
ISBN: 978-1-84787-355-2
Verlag: SAGE PUBN

Buch, Englisch, 1176 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 2165 g

Reihe: Sage Library in Business and M

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. This major work deals with the theory on the management of the multibusiness or diversified firm. It focuses on corporate-level strategy issues such as the structural analysis of industries and the determinants of competition, models of portfolio analysis, determination of firm scale and scope, diversification and performance, vertical integration, global integration, structure and control, and organizational leadership. Volume 1 examines how organizations create competitive advantage at the corporate level. The focus is on value creation in multi-divisional firms and coordination of business activities across businesses and locations. Volume 2 examines the literature on firm scope, diversification and vertical integration. Volume 3 looks at growth and control in multi-divisional firms. It reviews literature on alternative modes of firm expansion and examines the issue of strategic change in organizations and implications of change for firm performance and the firm's stakeholders.

Autoren/Hrsg.

Krug, Jeffrey A.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien

Inhaltsverzeichnis

VOLUME 1: CORPORATE STRATEGY
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
VOLUME 2: DIVERSIFICATION AND GROWTH OF THE FIRM
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 S

Über Autor(innen)

Krug, Jeffrey A.
Jeffrey Krug teaches strategic management and international business in the Ph.D., Executive MBA, MBA, and undergraduate programs at Virginia Commonwealth University. He is also an adjunct professor of international management at the University of Munster in Germany. He was named Outstanding Instructor of the Year by the University of Illinois Executive MBA program in 2003 and 2000. He also received the Faculty Service Award from the Executive MBA program for his work leading consulting projects in Europe with such companies as Porsche, Volkswagen, Caterpillar, Warsteiner, Deutsche Telekom, BASF, and Bertelsmann. Before entering academia, Dr. Krug was manager of planning & analysis in Latin America for PepsiCo's Kentucky Fried Chicken International division. Krug's research focuses on mergers and acquisition, corporate strategy, corporate governance, top management team effectiveness, and global strategy. His articles have been published in Harvard Business Review, Strategic Management Journal, California Management Review, Journal of World Business, Journal of Management & Governance, Journal of International Management, and other related journals