Strategic Management Society – serie

This volume introduces a new concept - strategic entrepreneurship - which integrates the insights of entrepreneurship and strategic management. This volume describes a new concept – strategic entrepreneurship – which fuses the insights of entrepreneurship and strategic management. The editors have invited the world's finest entrepreneurship and strategic management scholars to contribute chapters on key issues that are influencing research in both fields, and to integrate findings across the two. Investigates the overlap between entrepreneurship and strategic management in the context of six distinct domains: resources and organizational learning, innovation, alliances and networks, internationalization, strategic leadership, and growth. The contributors use both traditional and new theoretical approaches in order to further the reader's understanding of wealth creation in the current business environment.

This Handbook looks at how the resources and capabilities of organizations emerge and develop over time. Written by leading figures in the field. Presents original new theory. Features ground-breaking empirical studies. Draws on a broad range of empirical methods – case studies, statistical analysis, and simulations. Offers thought-provoking commentary on streams of research. Provides a basis for future research and practice.

This book reviews both successful and unsuccessful mergers and acquisitions, exploring the reasons why so many fail to live up to expectations. An exploration of why mergers and acquisitions succeed or fail, based on rigorous scholarly research. Stretches the boundaries of what we know about these complex phenomena. Presents original ideas about the merger and acquisition strategy, the effects of mergers and acquisitions on performance, and the critical processes involved in implementation and integration. Explores new areas, such as the role of culture and leadership, and the importance of knowledge transfer and learning. Includes contributions from both highly respected scholars and up-and-coming stars in the field.

New industries are emerging; others are disrupted; old barriers are crumbling, while new ones are rising. This book seeks to better understand the challenges facing industries, networks, businesses and management during periods of industry structuring and restructuring. Comprising a series of contributions from experts in the field, the book addresses key questions about the opportunities and threats posed by these times of turmoil, including: How do existing industries sustain their competitiveness in such difficult times? How do networks stave off threats from new technologies? How do emerging and incumbent companies survive when growth is not an option? And how should companies be governed during periods of industry structuring and restructuring?In answering these questions, the contributors provide an overview of the strategies that industries, networks, businesses and managers are currently deploying in order to adapt to chaotic conditions and to enhance business profitability. Their responses make a distinctive contribution to scholarly thought and management practice.

Innovating Strategy Process presents a series of reflective essays by established and emerging scholars on the subject of innovation, considering it both as an outcome of strategy and as a process in itself. Contains new ideas and rich case descriptions that will trigger creative thinking about how to design a more innovative strategy process.Offers new conceptual frameworks for analyzing and designing strategy process.Addresses cutting-edge topics, such as play as the means and art as the impetus for strategy-making; the role of emotion in new venture decision-making; and science and entrepreneurship as a source of innovative strategies.Signals the future direction of the field.

This book explores the creation of 'learning networks' and sheds light on how they function:- real versus virtual forms of interaction, collaboration versus competition in the learning process, and joint value creation versus individual value appropriation in networks. Written by international experts in the field of global strategy. Contributions have been selected for their insights and interdependence between organizational learning and networks. Looks at topics such as real versus virtual forms of interaction, collaboration versus competition in the learning process, and joint value creation versus individual value appropriation in networks.