Strategic Management: State of the Field and Its Future

Description

An authoritative overview of the prior development, current state, and future opportunities in strategic management The strategic management field, now a vibrant arena that offers valuable knowledge for managerial practice, has experienced significant growth in the more than forty years since its inception. And, until now, there has not been a book that captured the rich breadth and depth of knowledge of the discipline, while also looking to the future. 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 specialized topics such as corporate strategy, strategic entrepreneurship, cooperative strategies, global strategy, strategic leadership, governance, innovation, strategy process and strategy practice, and strategic human capital. The book focuses heavily on the future developments and research opportunities available in the field, while also providing a solid base of knowledge for understanding strategic management as a whole. With articles from major leaders in the field, this authoritative volume will be useful to every strategic management scholar. cover Strategic Management Copyright Dedication Table of Contents List of Contributors Editor Bios Introduction Part 1: Evolution of Strategic Management Research 1.0. Keep the Conversation Going: Theory and Method in Strategic Management Evolution of Theory in Strategic Management 1.1. The Organizational View of Strategic Management 1.2. The Economic View of Strategic Management Evolution of Research Methods in Strategic Management 1.3. Evolution of Quantitative Research Methods in Strategic Management 1.4. Evolution of Qualitative Research Methods in Strategic Management Part 2: Corporate Strategy 2.0. Corporate Strategy: Overview and Future Challenges 2.1. Corporate Growth and Acquisition 2.2. Restructuring and Divestitures Part 3: Strategic Entrepreneurship and Technology 3.0. Strategy in Nascent Markets and Entrepreneurial Firms 3.1. Industry Emergence: A Markets and Enterprise Perspective 3.2. Technology Entrepreneurship, Technology Strategy, and Uncertainty Part 4: Competitive and Cooperative Strategy 4.0. Competitive and Cooperative Strategy 4.1. Competitive Advantage = Strategy, Reboot 4.2. Alliances and Networks Part 5: Global Strategy 5.0. Global Strategy 5.1. MNCs and Cross-​Border Strategic Management 5.2. Emerging Economies: The Impact of Context on Global Strategic Management Part 6: Strategic Leadership 6.0. Strategic Leadership 6.1. Top Management Teams 6.2. CEO Succession Part 7: Governance and Boards of Directors 7.0. Corporate Governance 7.1. Boards of Directors and Strategic Management in Public Firms and New Ventures 7.2. Ownership and Governance Part 8: Knowledge and Innovation 8.0. Knowledge and Innovation: From Path Dependency toward Managerial Agency 8.1. Organizational Learning 8.2. Management of Innovation and Knowledge Sharing Part 9: Strategy Processes and Practices 9.0. Strategy Processes and Practices 9.1. Strategic Decision-​Making and Organizational Actors 9.2. Strategic Change and Renewal Part 10: Microfoundations and Behavioral Strategy 10.0. Microfoundations in Strategy: Content, Current Status, and Future Prospects 10.1. Strategic Human Capital: Fit for the Future 10.2. Extending the Microfoundations of Capability Development and Utilization: The Role of Agentic Technology and Identity-​Based Community Part 11: Critical Factors Affecting Strategy in the Future 11.0. Critical Factors Affecting Strategy in the Future 11.1. Artificial Intelligence in Strategizing: Prospects and Challenges 11.2. Sustainability Strategy 11.3. What Would the Field of Strategic Management Look Like If It Took the Stakeholder Perspective Seriously? 11.4. Business Model Innovation Strategy Name Index Subject Index