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Strategic Management
Strategic Management provides a critical overview of the prior development, current state, and future opportunities in the strategic management field. Editors Irene M. Duhaime, Michael A. Hitt, and Marjorie A. Lyles bring together an exceptional group of scholars to explore topics such as corporate strategy, strategic entrepreneurship, cooperative strategies, global strategy, strategic leadership, governance, innovation, strategy process and strategypractice, and strategic human capital.
The Founder's Dilemmas
The Founder's Dilemmas examines how early decisions by entrepreneurs can make or break a startup and its team. Drawing on a decade of research, including quantitative data on almost ten thousand founders as well as inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, Noam Wasserman reveals the common pitfalls founders face and how to avoid them.
Handbook of Decision Making
HANDBOOK OF DECISION MAKING This handbook offers a state-of-the-art overview of research and theories on decision making in organizations at the strategic level of analysis. Chapters are authored by leading international scholars, with some illustrative case vignettes from practitioners. Each contributor was selected for his/her special knowledge of the field. The Handbook addresses key questions confronting the decision making research of the past and the present, offers critiques, and suggests future research directions. Topics covered emphasize the classic decision theory perspectives while also incorporating recent insights from the fields of strategic choice, risk & uncertainty, scenario planning and complexity theory, with a broad social science perspective on the disciplinary roots of decision theory in economics, politics, and social theory. This is a landmark reference volume for the field, offering scholars and practitioners: Comprehensive, but accessible, coverage of classic and recent developments Chapters by established international experts Case analyses illustrating practical consequences of theories Guide to new research directions and theory
Corporate Divestiture Management
Jan-Hendrik Sewing makes a significant contribution to opening the black box of current divestiture decision-making. He uses detailed case studies, including numerous interviews with corporate executives and experts from management consulting, private equity, and investment banking. The author develops a conceptual framework to identify remedies to behavioral pathologies and their origins. The study highlights multiple techniques for pursuing divestitures proactively and formulates best-practice recommendations.
Strategic Decisions
Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.
Quality of Software Architectures Models and Architectures
Models are used in all kinds of engineering disciplines to abstract from the various details of the modelled entity in order to focus on a speci?c aspect. Like a blueprint in civil engineering, a software architecture providesan abstraction from the full software system’s complexity. It allows software designers to get an overview on the system underdevelopmentandtoanalyzeitsproperties.Inthissense,modelsarethefoundation needed for software development to become a true engineering discipline. Especially when reasoning on a software system’s extra-functional properties, its software architecture carries the necessary information for early, design-time analyses. These analyses take the soft...
Business Partnerships and Organizational Performance
In the rapidly changing business world, only a small percentage of firms are able to survive and prosper despite recessions, industrial evolutions and economic changes. An often-asked question is: What determines a firm’s sustainable competitive advantage? One of the most popular competitive strategies is partnering with other firms. So: How do firms make intelligent and informed decisions when it comes to selecting business partners, to utilizing available resources and capabilities in partnerships, and to managing relations to maximize partnership benefits? This book studies 300 firms across various industries, providing readers with a comprehensive view of how firms develop sustainable competitive advantages by establishing business partnerships. Young academics and experienced researchers alike will find solid theoretical foundations and fresh business insights.
Strategy Making
Strategic initiative implementation has evolved in recent years as a new and progressive form of strategy making. In this regard, strategic initiative implementation constitutes one of the central topics of strategic management regarding how firms can renew their most valuable sources of competitive advantage: the firm's idiosyncratic resources and knowledge base. Strategic management concepts and practical guidelines are still lacking on how strategic initiative implementation affects a company's idiosyncratic resources and knowledge base and what kinds of challenging effects may evolve during the strategic initiative implementation. Therefore, the aim of this book is to enhance our underst...
Handbook of Principles of Organizational Behavior
There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so. The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics...
The Dynamics of Innovation
Jorg Bensinger, a group head of Audi corporation's R&D depart ment, had been waiting for long to find a chance to advertise his idea of a four-wheel drive for passenger cars to one of the board mem bers. Favorable experiences had been collected in drive tests with the lItis, a jeep-like car developed for use in the German army. The ex periences showed extremely good performance on icy roads and in snow. Bensinger's chance came in February of 1977, when he could talk to Ferdinand Piech, then R&D vice president of Audi and a technology buff. At this time Audi wasn't quite considered as a tech nological leader in the public. Technology based innovations were expected from Mercedes or Porsche by...
