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Rethinking Strategy
First Edition
Edited by:
- Henk W Volberda - Amsterdam Business School, University of Amsterdam, Netherlands
- Tom Elfring - University of Liverpool, UK, Erasmus University of Rotterdam, Netherlands, Vrije University, The Netherlands
May 2001 | 336 pages | SAGE Publications Ltd
This is a new overview of the strategy field, with internationally renowned contributors summarizing the latest directions and developments in strategic management theory in the context of their theoretical roots in economics, organization theory, and systems theory.
The contributors outline the most promising new directions on the basis of a systemic treatment of paradigms or schools of thought in strategy: redrawing firm boundaries, developing dynamic capabilities and discovering viable strategy configurations.
The volume will be an invaluable companion to advanced courses in strategy and management, used as a reader alongside case material and field studies. As well as providing a summary and evaluation of the different schools of thought in strategy, the volume offers a synthesis of the American and European approaches.
PART ONE: THEORY, SCHOOLS AND PRACTICE
Tom Elfring and Henk W Volberda
Schools of Thought in Strategic Management
J C Spender
Business Policy and Strategy as a Professional Field
Henry Mintzberg
Commentary
PART TWO: INTEGRATION EFFORTS IN THE FIELD
Patrick Regn[ac]er
Complexity and Multiple Rationalities in Strategy Processes
Thomas Ericson, Anders Melander and Leif Melin
The Role of the Strategist
Frans A J van den Bosch
What Makes Time Strategic?
Patrice Cooper
Fragmentation in Strategic Management
Paul J H Schoemaker
Commentary
PART THREE: THE BOUNDARY SCHOOL: STRATEGY AS A BOUNDARY DECISION
Nicolai J Foss
Overview
Christian Koenig and Gilles van Wijk
Managing beyond Boundaries
Janine Stiles
Strategic Alliances
Charles Baden-Fuller
Commentary
PART FOUR: THE DYNAMIC CAPABILITIES SCHOOL: STRATEGY AS A COLLECTIVE LEARNING PROCESS TO DEVELOP DISTINCTIVE COMPETENCES
Ron Sanchez
Overview
Ron Sanchez and Joseph T Mahoney
Modularity and Dynamic Capabilities
Paula Kirjavainen
Strategic Learning in a Knowledge-Intensive Organization
Howard Thomas
Commentary
PART FIVE: THE CONFIGURATIONAL SCHOOL: STRATEGY AS A DECISION OF TRANSITION FROM ONE ARCHETYPE TO ANOTHER
Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel
Overview
Andy Bailey and Gerry Johnson
A Framework for a Managerial Understanding of Strategy Development
Michael W Lawless
Strategy Configurations in the Evolution of Markets
Johannes M Pennings
Commentary
PART SIX: NEW DIRECTIONS IN STRATEGY: WAYS TO SYNTHESIZE
Tom Elfring and Henk W Volberda
Multiple Futures of Strategy Synthesis
