Description
Book SynopsisA selection of papers from "Long Range Planning - The International Journal of Strategic Management" that examines the evolution of competitive advantage, setting out areas of major change and areas which have been less subject to change. It begins by examining how strategic management has been influenced by the transformation of industries.
Table of ContentsIntroduction (P. McNamee). Part I: What Has Changed? The Dramatic Rise in the Strategic Importance of Information Technology. Outsourcing IT: the strategic implications (L. Willcocks et al.). Innovation in banking: new structures and systems (R.E. Morgan et al.). The Transformation of Industries and the Changes in 'The Rules for Success'. Becoming a customer 'owning' company (S. Vandermerwe). Strategic change and organizational change at Hay Management Consultants (L. Heracleous, B. Langham). Operation Centurion: managing transformation at Philips (N. Freedman). The Rise in the Strategic and Industrial Importance of South East Asia. Corporate strategies for the Asia Pacific Region (P. Lasserre). Whose company is it? The concept of the corporation in Japan and the West (Masuru Yoshimori). Partnership with an Asian family business--what every MNC should know (P.N. Pant, V.G. Rajadhyaksha). Join Up or Split Up? Strategic alliances in fast moving markets (V. Newman, K. Chaharbaghi). The ICI demerger: unlocking shareholder value (C. Kennedy). Part II: What Has Not Changed? Developing Missions, Benchmarking Strategic Performance, Managing Mature Businesses and the Benefits of Adroit Strategic Planning. Creating a sense of mission (A. Campbell, S. Yeung). Strategic benchmarking at ICI Fibres (T. Clayton, B. Luchs). Parenting strategies for the mature business (M. Goold). Linking the balanced scorecard to strategy (A. Butler et al.). The return of strategic planning: once more with feeling (B. Taylor). Index.
