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Advanced Strategic Management
 
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Advanced Strategic Management
A Multi-Perspective Approach
 
 
Palgrave Macmillan
 
 
 
 
 
11 May 2007
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£44.99
|Paperback In Stock
  
9781403985927
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DescriptionContentsAuthors


Advanced Strategic Management builds on prior knowledge of strategic decision making and is intended to complement general strategy texts by providing an 'umbrella view' of the multi-dimensional nature of strategic management. Featuring expert contributions, the discussion of each perspective is enhanced by empirical case examples.
Also available is a companion website with extra features to accompany the text, please take a look by clicking below -
http://www.palgrave.com/business/ambrosini/


Description


Advanced Strategic Management builds on prior knowledge of strategic decision making and is intended to complement general strategy texts by providing an 'umbrella view' of the multi-dimensional nature of strategic management. Featuring expert contributions, the discussion of each perspective is enhanced by empirical case examples.
Also available is a companion website with extra features to accompany the text, please take a look by clicking below -
http://www.palgrave.com/business/ambrosini/


Contents

Foreword: Theoretical Pluralism and Multi-disciplinary Traditions; H.Thomas
Advanced Strategic Management: Strategy as Multiple Perspectives; M.Jenkins, V.Ambrosini with N.Collier
PART 1: INSTITUTIONALIST PERSPECTIVES
Institutional Theory Perspective; G.Johnson& R.Greenwood
Military Strategy Perspective; S.Jackson with P.Davies
Spatial Perspective on Strategy; S.Tallman& M.Jenkins
PART 2: ECONOMIC PERSPECTIVES
Industrial Organisation Economics Perspective; S.Rickard
Game Theory Perspective; S.Regan
Transaction Cost Economics Perspective; A.Lockett & S.Thompson
Agency Theory Perspective; D.Angwin
Resource-Based View of the Firm Perspective; V.Ambrosini
PART 3: BEHAVIOURALIST PERSPECTIVES
The Cognitive Perspective; G.P.Hodgkinson
Knowledge Perspective; J.C.Spender
Network Perspective; S.Svejenova& J.L.Alvarez
Strategy as Practice Perspective; J.Balogun, P.Jarzabkowski& D.Seidl
PART 4: EMERGING AND INTEGRATING PERSPECTIVES
Complexity Perspective; J.Boulton& P.Allen
Critical Management Perspective; M.Ezzamel& H.Willmott
The Theory and Reality of Strategy: How Practitioners and Academics Can Form Meaningful Partnerships; S.M.Behr& M.A.White
Conclusion: Can Multiple Perspectives on Strategic Management Inform Practice; V.Ambrosini& M.Jenkins
Case Study


Authors

VÉRONIQUE AMBROSINI is Lecturer in Strategic Management at Cranfield School of Management, UK. Her research interests include the resource-based theory of the firm, tacit knowledge, organizational routines and competitive advantage. Véronique has had articles published in the Journal of Management Studies, British Journal of Management, European Management Journal and the Journal of General Management.

MARK JENKINS is Professor of Business Strategy at Cranfield School of Management, UK. His research interests focus on the areas of competitive strategy, knowledge and innovation. He has contributed to a number of books on strategic management issues and is on the editorial boards of Long Range Planning, Organization Studies and the European Journal of Marketing.