- ホーム
- > 洋書
- > 英文書
- > Business / Economics
Full Description
Good strategies can fail because they are poorly implemented. Behind this straightforward statement is a complex reality. This innovative volume explores various aspects of strategy implementation, a process that is as challenging as it is important.
For strategies to be implemented effectively, firms must have the right resources and capabilities available. Available resources must be integrated in ways that create the capabilities needed and then those capabilities must be leveraged to effectively implement the strategy in order to create and sustain a competitive advantage.
This handbook focuses on how strategy implementation is influenced by resources and governance, human capital and management of it, and accounting-based control systems. It examines how the dynamic, competitive, and international environment increases the importance of knowledge and its acquisition, effective governance as a signal of proper incentives, the interaction of legality and legitimacy, and the connections between compliance and enforcement.
Because people implement the strategies through the completion of their job tasks and achievement of their job-related goals, the second section explores how changes in workforce demographics have influenced and may influence strategy. Major factors include the greater proportion of older workers and the increasing role women play in leadership. Acquiring, developing, and having a motivated work force is critical to implementation, whether and how best practices spread is explored, as is the effectiveness of setting goals.
Controlling managerial behavior plays a critical role in the implementation of strategies, and is the focus of the third section on accounting-based control systems. These can be helpful both in identifying inappropriate behaviors and in promoting positive managerial actions to achieve desired financial outcomes. They can also encourage experimentation and creativity. The effectiveness of accounting and accountability systems is influenced by four dimensions, including the intended users, standards of compliance, enforcement criteria, and the assurance process.
Contents
Chapter 1: The Imperative for Strategy Implementation
Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright
PART 1: RESOURCES AND GOVERNANCE
Chapter 2: Sourcing External Knowledge: Clusters, Alliances, and Acquisitions
Stephen Tallman and Anupama Phene
Chapter 3: A Study of the Long-term Value of Capabilities-based Resources, Intangible Strategic Assets, and Firm Performance
Brian R. Chabowski and G. Tomas M. Hult
Chapter 4: IPOs and Corporate Governance
Igor Filatotchev, Mike Wright and Garry D. Bruton
Chapter 5: Epistemics at Work: The Theory of Mind in Principal-Agent Relations
Stefan Linder, Nicolai Foss and Diago Stea
Chapter 6: Social Construction of Boundaries in the Context of the Official and Unofficial Economies
Katalin Takacs-Haynes and R. Duane Ireland
Chapter 7: Antitrust Compliance
D. Daniel Sokol
PART 2: MANAGING HUMAN CAPITAL
Chapter 8: The Aging Workforce: Implications for Human Resource Management Research and Practice
Donald M. Truxillo, David M. Cadiz, and Jennifer R. Rineer
Chapter 9: Women at the Top: Will More Women in Senior Roles Impact Organizational Performance?
Carol T. Kulik and Isabel Metz
Chapter 10: Managing Human Capital: Meta-analysis of Links among Human Resource Management Practices and Systems, Human Capital and Performance
David J. Ketchen Jr., T. Russell Crook, Samuel Y. Todd, James G. Combs, and David J. Woehr
Chapter 11: Exploring the Relationship between Human Resource Management and Organizational Performance in the Healthcare Sector
Ian Kessler
Chapter 12: Evidence-Based Management at the Bottom of the Pyramid: Why Human Resources Standards and Research Must Connect More Closely
Wayne F. Cascio and John W. Boudreau
Chapter 13: Theory Development by Induction: Goal-Setting Theory, 1990 to 2013
Edwin A. Locke and Gary P. Latham
PART 3: ACCOUNTING-BASED CONTROL SYSTEMS
Chapter 14: Management Control Systems and Creativity
Antonio Davila and Angelo Ditillo
Chapter 15: Exploring the Challenges of Broadening Accounting Reports: Insights from Research
Brad Potter and Naomi Soderstrom
Chapter 16: Organizational Design and Control Choices
Christian Hofmann and Laurence van Lent
Chapter 17: Estimation of Discretionary Accruals and the Detection of Earnings Management
Paul Zarowin
Chapter 18: The Future of Strategy Implementation
Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright
