Strategy Reader

Made up of many classic articles, this popular Strategy Reader provides a remarkable overview of continuing debates in the field of strategic management. The second edition retains many of the classic readings from the previous edition, including those by Porter, Mintzberg, Grant, Hamel and Prahalad, while adding more recent top-quality articles by prominent international scholars such as Shapiro, Teece, Hitt and Miller. Topics covered by these new readings include corporate social responsibility, new technology, ethics, strategic alliances, corporate parenting, diversification, and chaos/complexity theory. Designed to be used with any major textbook, The Strategy Reader will appeal to students and to managers seeking to broaden their understanding of the strategic issues facing their organization.

Introduction: The Development of Strategic Management Thought: Susan Segal-Horn Part 1 - What Is Strategy? 1. Of strategies, deliberate and emergent: Henry Mintzberg & James Waters 2. Strategy as stretch and leverage: Gary Hamel & C. K. Prahalad 3. What is strategy? Michael Porter Part 2 - The Context of Strategy 4. How much does industry matter? Richard Rumelt 5. Strategic planning as if ethics mattered: Larue T. Hosmer 6. Green and competitive: ending the stalemate: Michael Porter & Claas van der Linde 7. On the limits of a firm-based theory to explain business networks: the Western bias of neo-classical economics: Nicole Woolsey Biggart & Gary Hamilton 8. The art of standards wars: Carl Shapiro & Hal R. Varian Part 3 - The Resource-Based View of Strategy 9. The core competence of the corporation: C. K. Prahalad & Gary Hamel 10. The resource-based theory of competitive advantage: implications for strategy formulation: Robert Grant 11. Strategic assets and organisational rent: Raphael Amit & Paul Schoemaker 12. Dynamic capabilities & strategic management: David J. Teece, Gary Pisano & Amy Shuen Part 4 - Connections Between Strategy, Structure and Process 13. The structuring of organisations: Henry Mintzberg 14. Creating a sense of mission: Andrew Campbell & Sally Yeung 15. Managing strategic change: Strategy, Culture & Action - Gerry Johnson 16. Strategic product creation: managing new interactions of technology, markets & organisations: Ron Sanchez Part 5 - Issues in Corporate Strategy 17. Corporate strategy & parenting theory: Michael Goold, Andrew Campbell & Marcus Alexander 18. Related diversification, core competences & corporate performance: Constantinos C. Markides & Peter J. Williamson 19. Developing & managing strategic alliances, building social capital and creating value: Michael A. Hitt, R. Duane Ireland & Michael D. Santoro Part 6 - Developing International Strategy 20. Global strategy: an organising framework: Sumantra Ghoshal 21. Preparing for the future: evolution of the transnational: Christopher Bartlett, Sumantra Ghoshal & Julian Birkinshaw 22. The internationalisation of service firms: Susan Segal-Horn 23. Entrepreneurship in multinational corporations: the characteristics of subsidiary initiatives: Julian M. Birkinshaw Part 7 - Postscript 24. The Icarus paradox: Danny Miller 25. Surfing the edge of chaos: Richard T. Pascale 26. Perspectives on strategy: Geoff Jones Index