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Handbook of strategy and management / ed. by Andrew Pettigrew, Howard Thomas and Richard Whittington

Secondary Author Pettigrew, Andrew M., 1944-
Thomas, Howard
Whittington, Richard
Country Reino Unido. Publication London : Sage Publications, 2006 Description XVIII, 519 p. ; 25 cm ISBN 1-4129-2121-X
CDU 658.0
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Item type Current location Call number Status Date due Barcode Item holds
Monografia Biblioteca Geral da Universidade do Minho
BGUMD 114114 Available 366223
Total holds: 0

Enhanced descriptions from Syndetics:

Presenting a major retrospective and prospective overview of strategy, this Handbookis an important benchmark volume for management scholars worldwide. The Handbook frames, assesses and synthesizes the work in the field. Chapters are grouped under four specific areas of strategy and management: Mapping a Terrain; Thinking and Acting Strategically; Changing Contexts; and Looking Forward. Within these parts, leading international scholars provide historical overviews of the key themes, address the central approaches which have characterized these themes, critically assess the quality of current theory and knowledge, and set out agendas for future theoretical and empirical development.

Table of contents provided by Syndetics

  • Part 1 Mapping A Terrain
  • Strategic Management
  • The Strengths and Limitations of a Field
  • The Domain of Strategic Management
  • History and Evolution
  • Part 2 Thinking and Acting Strategically
  • Constructing Competitive Advantage
  • Corporate Strategy
  • Managing Scope and Strategy Content
  • Corporate Strategy
  • The Role of the Centre
  • Corporate Structure
  • From Policy to Practice
  • Knowledge-Based View
  • A New Theory of Strategy?
  • Managing Cognition and Strategy
  • Issues, Trends and Future Directions
  • Strategy Process
  • Forming, Implementing and Changing Strategies
  • Strategic Change Processes
  • Part 3 Changing Contexts
  • International Management and Strategy
  • Quasi Strategy
  • Strategic Management in the Contemporary Public Sector
  • Entrepreneurship, Small Firms and Wealth Creation
  • A Framework Using Real Options Analysis
  • The Strategy and Management of International Institutions
  • Technology in Corporate Strategy
  • Change, Continuity and the Information Revolution
  • What Are the Responsibilities of Business to Society?
  • Part 4 Looking Forward
  • Business History and Strategy
  • Theorizing the Future of Strategy
  • Questions for Shaping Strategy Research in the Knowledge Economy
  • Conclusion
  • Doing More in Strategy Research
  • Top Management, Company Directors and Corporate Control
  • The Conduct of Strategy Research

Reviews provided by Syndetics


While "strategy" is often used as a buzzword, the field of strategic management is a comprehensive academic domain that draws from various disciplines in the social sciences. Much has changed in the field since its coming of age in the 1960s. The editors of this well-crafted collection posit that the field is at a critical inflection point, which warrants both a retrospective and forward-looking examination. The 21 articles are written by well-known academics and thus, not surprisingly, are rigorously researched and articulately presented. For example, Karel Cool and his coauthors systematically deconstruct the concept of competitive advantage--the ability of a firm to outperform its peers. The importance of firm knowledge as a way to strategize is examined by Katheleen Eisenhardt and Filipe Santos. Strategic moves that are important in global competition are the subject of Bruce Kogut's erudite essay. In the age of Enron, Tyco, and the myriad corporate scandals prominently featured in the news, David Whetten and his colleagues delineate the role of business in society. The editors are to be commended for bringing together a diverse, scholarly group of writers to focus their attention on the growing and highly important field of strategic management. ^BSumming Up: Highly recommended. Graduate and research collections. R. Subramanian Montclair State University

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