Edited by Pietro Mazzola, Professor of Management, IULM University, Milan, Italy and Franz W. Kellermanns, Addison H. & Gertrude C. Reese Endowed Chair in International Business and Professor of Management, Belk College of Business, University of North Carolina at Charlotte, US

’Strategy-making processes matter a great deal. They determine the content, scope and quality of a firm's strategic choices as well as their implementation. Mazzola and Kellermanns rejuvenate research on strategy-making processes by bringing an important set of perspectives together, providing an innovative view of the actors and processes involved in strategy-making processes in diverse settings. The volume highlights the role of imaginative strategy in altering competitive dynamics and creating value. It is an important contribution to the field.’

• Contents:IntroductionPietro Mazzola and Franz W. KellermannsPART I: REFLECTIONS1. The Development of Strategy Process Research and the Most Influential Articles and AuthorsOfer H. Azar and David M. Brock 2. Shifting Focus from the Determinants to the Origin: The Foundations of a Dynamic View of Managerial DiscretionIngo Kleindienst and Thomas Hutzschenreuter3. The Politics of Strategy ProcessDuane Windsor4. The Strategic Arena Approach to Strategy Process ResearchAnders Melander, Leif Melin and Mattias Nordqvist5. Strategy Process Research and the RBV: Social Barriers to ImitationPatrick Regnér6. The Feedback Structure of the Strategy Process and Top Management’s Role in Shaping Emerging Strategic BehaviorVittorio Coda and Edoardo Mollona7. Putting the Manager Back into the Picture: The Value of a Strategy Process PerspectiveTorsten Schmid, Steven W. Floyd and Bill WooldridgePART II: DELIBERATE STRATEGIES8. Making Strategy Work: A Literature Review on the Factors Influencing Strategy ImplementationLi Yang, Guo-hui Sun and Martin J. Eppler9. Five Alternative Approaches to the Strategic Reorientation ProcessRobert Chapman Wood and Osvald M. Bjelland10. Managerial Interplay: Linking Intent to Realized Strategy Bill Wooldridge and J. Ignacio Canales 11. Banking on Ambidexterity: A Longitudinal Study of Ambidexterity, Volatility and PerformanceAmir Sasson and Mario Minoja12. From Theory to Action: The Story of One StrategyPaul N. FrigaPART III: EMERGING STRATEGIES13. Strategic Initiatives: Past, Present and FutureChristoph Lechner and Markus Kreutzer14. The Risky Prospects of Entrepreneurial Initiatives: Bias Duality and Bias Reversal in Established Firms James J. Chrisman, Alain Verbeke and Erick P.C. Chang 15. Entrepreneurial Orientation: The Driving Force for Corporate EntrepreneurshipEsra Memili, G.T. Lumpkin and Gregory G. Dess16. A Complexity Perspective on Strategic Process ResearchTerry B. PorterPART IV: SPECIAL TOPICS17. Strategic Decision Processes in the Realm of Strategic AlliancesJorge Walter18. A Review of Research Progress in Understanding the Acquisition Integration Process: Building Directions for Future ResearchAnnette L. Ranft, Frank C. Butler and Jennifer C. Sexton19. Internationalization ProcessAlvaro Cuervo-Cazurra20. Constructing Power to Drive Strategy Processes in Multinational FirmsMarkus Venzin21. Perceptions, Processes and Performance During Organizational DeclineMichael R. Braun and Scott F. Latham22. An Institutional View of Process Strategy in the Public SectorP. Devereaux Jennings, Paul A. Zandbergen and Martin L. Martens23. Public Sector and Strategic Management: The Case Study at the US Army Corps of EngineersAnil Patel24. The OODA Loop: A New Strategic Management Approach for Family BusinessJoseph H. Astrachan, Chester W. Richards, Gaia G. Marchisio and George E. MannersIndex

Edited by Pietro Mazzola, Professor of Management, IULM University, Milan, Italy and Franz W. Kellermanns, Addison H. & Gertrude C. Reese Endowed Chair in International Business and Professor of Management, Belk College of Business, University of North Carolina at Charlotte, US

’Strategy-making processes matter a great deal. They determine the content, scope and quality of a firm's strategic choices as well as their implementation. Mazzola and Kellermanns rejuvenate research on strategy-making processes by bringing an important set of perspectives together, providing an innovative view of the actors and processes involved in strategy-making processes in diverse settings. The volume highlights the role of imaginative strategy in altering competitive dynamics and creating value. It is an important contribution to the field.’

• Contents:IntroductionPietro Mazzola and Franz W. KellermannsPART I: REFLECTIONS1. The Development of Strategy Process Research and the Most Influential Articles and AuthorsOfer H. Azar and David M. Brock 2. Shifting Focus from the Determinants to the Origin: The Foundations of a Dynamic View of Managerial DiscretionIngo Kleindienst and Thomas Hutzschenreuter3. The Politics of Strategy ProcessDuane Windsor4. The Strategic Arena Approach to Strategy Process ResearchAnders Melander, Leif Melin and Mattias Nordqvist5. Strategy Process Research and the RBV: Social Barriers to ImitationPatrick Regnér6. The Feedback Structure of the Strategy Process and Top Management’s Role in Shaping Emerging Strategic BehaviorVittorio Coda and Edoardo Mollona7. Putting the Manager Back into the Picture: The Value of a Strategy Process PerspectiveTorsten Schmid, Steven W. Floyd and Bill WooldridgePART II: DELIBERATE STRATEGIES8. Making Strategy Work: A Literature Review on the Factors Influencing Strategy ImplementationLi Yang, Guo-hui Sun and Martin J. Eppler9. Five Alternative Approaches to the Strategic Reorientation ProcessRobert Chapman Wood and Osvald M. Bjelland10. Managerial Interplay: Linking Intent to Realized Strategy Bill Wooldridge and J. Ignacio Canales 11. Banking on Ambidexterity: A Longitudinal Study of Ambidexterity, Volatility and PerformanceAmir Sasson and Mario Minoja12. From Theory to Action: The Story of One StrategyPaul N. FrigaPART III: EMERGING STRATEGIES13. Strategic Initiatives: Past, Present and FutureChristoph Lechner and Markus Kreutzer14. The Risky Prospects of Entrepreneurial Initiatives: Bias Duality and Bias Reversal in Established Firms James J. Chrisman, Alain Verbeke and Erick P.C. Chang 15. Entrepreneurial Orientation: The Driving Force for Corporate EntrepreneurshipEsra Memili, G.T. Lumpkin and Gregory G. Dess16. A Complexity Perspective on Strategic Process ResearchTerry B. PorterPART IV: SPECIAL TOPICS17. Strategic Decision Processes in the Realm of Strategic AlliancesJorge Walter18. A Review of Research Progress in Understanding the Acquisition Integration Process: Building Directions for Future ResearchAnnette L. Ranft, Frank C. Butler and Jennifer C. Sexton19. Internationalization ProcessAlvaro Cuervo-Cazurra20. Constructing Power to Drive Strategy Processes in Multinational FirmsMarkus Venzin21. Perceptions, Processes and Performance During Organizational DeclineMichael R. Braun and Scott F. Latham22. An Institutional View of Process Strategy in the Public SectorP. Devereaux Jennings, Paul A. Zandbergen and Martin L. Martens23. Public Sector and Strategic Management: The Case Study at the US Army Corps of EngineersAnil Patel24. The OODA Loop: A New Strategic Management Approach for Family BusinessJoseph H. Astrachan, Chester W. Richards, Gaia G. Marchisio and George E. MannersIndex

Edited by Pietro Mazzola, Professor of Management, IULM University, Milan, Italy and Franz W. Kellermanns, Addison H. & Gertrude C. Reese Endowed Chair in International Business and Professor of Management, Belk College of Business, University of North Carolina at Charlotte, US

’Strategy-making processes matter a great deal. They determine the content, scope and quality of a firm's strategic choices as well as their implementation. Mazzola and Kellermanns rejuvenate research on strategy-making processes by bringing an important set of perspectives together, providing an innovative view of the actors and processes involved in strategy-making processes in diverse settings. The volume highlights the role of imaginative strategy in altering competitive dynamics and creating value. It is an important contribution to the field.’

• Contents:IntroductionPietro Mazzola and Franz W. KellermannsPART I: REFLECTIONS1. The Development of Strategy Process Research and the Most Influential Articles and AuthorsOfer H. Azar and David M. Brock 2. Shifting Focus from the Determinants to the Origin: The Foundations of a Dynamic View of Managerial DiscretionIngo Kleindienst and Thomas Hutzschenreuter3. The Politics of Strategy ProcessDuane Windsor4. The Strategic Arena Approach to Strategy Process ResearchAnders Melander, Leif Melin and Mattias Nordqvist5. Strategy Process Research and the RBV: Social Barriers to ImitationPatrick Regnér6. The Feedback Structure of the Strategy Process and Top Management’s Role in Shaping Emerging Strategic BehaviorVittorio Coda and Edoardo Mollona7. Putting the Manager Back into the Picture: The Value of a Strategy Process PerspectiveTorsten Schmid, Steven W. Floyd and Bill WooldridgePART II: DELIBERATE STRATEGIES8. Making Strategy Work: A Literature Review on the Factors Influencing Strategy ImplementationLi Yang, Guo-hui Sun and Martin J. Eppler9. Five Alternative Approaches to the Strategic Reorientation ProcessRobert Chapman Wood and Osvald M. Bjelland10. Managerial Interplay: Linking Intent to Realized Strategy Bill Wooldridge and J. Ignacio Canales 11. Banking on Ambidexterity: A Longitudinal Study of Ambidexterity, Volatility and PerformanceAmir Sasson and Mario Minoja12. From Theory to Action: The Story of One StrategyPaul N. FrigaPART III: EMERGING STRATEGIES13. Strategic Initiatives: Past, Present and FutureChristoph Lechner and Markus Kreutzer14. The Risky Prospects of Entrepreneurial Initiatives: Bias Duality and Bias Reversal in Established Firms James J. Chrisman, Alain Verbeke and Erick P.C. Chang 15. Entrepreneurial Orientation: The Driving Force for Corporate EntrepreneurshipEsra Memili, G.T. Lumpkin and Gregory G. Dess16. A Complexity Perspective on Strategic Process ResearchTerry B. PorterPART IV: SPECIAL TOPICS17. Strategic Decision Processes in the Realm of Strategic AlliancesJorge Walter18. A Review of Research Progress in Understanding the Acquisition Integration Process: Building Directions for Future ResearchAnnette L. Ranft, Frank C. Butler and Jennifer C. Sexton19. Internationalization ProcessAlvaro Cuervo-Cazurra20. Constructing Power to Drive Strategy Processes in Multinational FirmsMarkus Venzin21. Perceptions, Processes and Performance During Organizational DeclineMichael R. Braun and Scott F. Latham22. An Institutional View of Process Strategy in the Public SectorP. Devereaux Jennings, Paul A. Zandbergen and Martin L. Martens23. Public Sector and Strategic Management: The Case Study at the US Army Corps of EngineersAnil Patel24. The OODA Loop: A New Strategic Management Approach for Family BusinessJoseph H. Astrachan, Chester W. Richards, Gaia G. Marchisio and George E. MannersIndex