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Strategic Flexibility

Managing in a Turbulent Environment

Strategic Flexibility by Gary Hamel
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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.
Wiley;
Title: Strategic Flexibility
Author: Gary Hamel; C. K. Prahalad; Howard Thomas; Donald E. O'Neal
 
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