Strategic Discovery: Competing in New Arenas (Strategic Management Series) - Hardcover

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About the Editors

Howard Thomas is Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana-Champaign, and James F. Towey Professor of Strategic Management at UIUC. He became Dean in May 1992, after serving as Interim Dean since August 1991. Prior to this he was Foundation Professor of Management at the Australian Graduate School of Management, AGSM, Australia’s National Business School in Sydney, New South Wales, and Director of the Doctoral Program at London Business School, England. He is internationally recognized as one of the leading experts in the field of strategic management theory. He serves on the editorial boards of various management journals and is Vice President of Publications and President-Elect for the Strategic Management Society and has published widely in the areas of corporate and competitive strategy. He has an international reputation as a consultant in strategy and serves on a number of boards.

Donald O’Neal, MBA and PhD (Business Administration), University of Illinois is an Assistant Professor of Management at the University of Illinois at Springfield. After a successful business career, including management positions in engineering and sales, and, latterly, as Vice President of Human Resources, he studied for a doctorate in strategic management at UIUC. His interests include research in corporate governance and consulting in the areas of strategy and leadership.

Raul Alvarado has formerly been Professor and Head of the Business Policy and Strategy area of IPADE Business School of University of Panamerica, and served as member of its Harvard IESE Advisory Committee. He has also been Visiting Professor to a number of universities, and acted as consultant and lecturer to many national and international businesses. He has written several papers and cases on Strategic Planning, Leadership and International Business.

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With competitive success dependent more and more upon organizational flexibility with a focused strategic framework, the editors have drawn out three main strands of strategic conversation in this volume:

• Competition and core competence: including the wide range of competitive strategies available to firms and the importance of core competence to competitive success.
• Joint ventures and strategic alliances: the potential of the strategic alliance as an aid to entering foreign markets.
• Corporate performance: the ultimate outcome of any firm's strategy, including discussion of corporate restructuring, determinates of economic performance, total value creation and the importance of a coherent view of the firm in a rapidly-developing economy.

As with other books in this series, Strategic Discovery: Competing in New Arenas addresses one of the Strategic Management Society's primary concerns ― how to build and maintain bridges between management theory and business practice.

Aus dem Klappentext

Strategic Discovery Edited by Howard Thomas and Don ONeal University of Illinois, USA and Raul Alvarado University of Panamerica, Mexico With competitive success dependent more and more upon organizational flexibility with a focused strategic framework, the editors have drawn out three main strands of strategic conversation in this volume:

• Competition and core competence: including the wide range of competitive strategies available to firms and the importance of core competence to competitive success.
• Joint ventures and strategic alliances: the potential of the strategic alliance as an aid to entering foreign markets.
• Corporate performance: the ultimate outcome of any firms strategy, including discussion of corporate restructuring, determinates of economic performance, total value creation and the importance of a coherent view of the firm in a rapidly-developing economy.