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基本説明
This major work deals with the theory on the management of the multibusiness or diversified firm. It focuses on corporate-level strategy issues such as the structural analysis of industries and the determinants of competition, models of portfolio analysis, determination of firm scale and scope, diversification and performance, vertical integration, global integration, structure and control, and organizational leadership.
Full Description
Strategy has become an increasingly difficult task in light of rapid technological change and globalization trends during the last two decades. Corporate strategy focuses on the multi-business firm with competitive positions in a broad range of industries, geographical areas and value chain activities. Corporate strategy is, therefore, not only the domain of the chief executive officer or chief strategist. It is also the domain of marketing, finance, production, and human resource management which support and promote the firm's overall strategic direction. This major work deals with the theory on the management of the multibusiness or diversified firm. It focuses on corporate-level strategy issues such as the structural analysis of industries and the determinants of competition, models of portfolio analysis, determination of firm scale and scope, diversification and performance, vertical integration, global integration, structure and control, and organizational leadership. Volume 1 examines how organizations create competitive advantage at the corporate level. The focus is on value creation in multi-divisional firms and coordination of business activities across businesses and locations. Volume 2 examines the literature on firm scope, diversification and vertical integration. Volume 3 looks at growth and control in multi-divisional firms. It reviews literature on alternative modes of firm expansion and examines the issue of strategic change in organizations and implications of change for firm performance and the firm's stakeholders.
Contents
VOLUME 1Part 1: Domain of Corporate StrategyChief Executive Officer, President, or General Manager: Roles and responsibilities - Kenneth R. AndrewsThe Concept of Corporate Strategy - Kenneth R. AndrewsStrategy and Environment: A conceptual integration - L.J. Bourgeois IIIDoes Corporate Strategy Matter - Edward H. Bowman and Constance E. HelfatPart 2: Scope of the FirmEconomies of Scope and the Scope of the Enterprise - David J. TeeceThe Modern Corporation: Origins, Evolution, Attributes - Oliver E. WilliamsonPart 3: Structural Analysis of IndustriesHow Competitive Forces Shape Strategy - Michael E. PorterStructure-Profit Relationship at the Line of Business and Industry Level - David J. RavenscraftDo Markets Differ Much? - Richard SchmalenseeWhat is an Attractive Industry? - Birger Wernerfelt and Cynthia A. MontgomeryHow Much Does Industry Matter? An Alternative Empirical Test - Thomas C. PowellPart 4: Structural Analysis within IndustriesFrom Entry Barriers to Mobility Barriers: Conjectural decisions and contrived deterrence to new competition - Richard E. Caves and Michael E. PorterStrategic Groups and the Structure-Performance Relationship - Howard H. NewmanStrategic Group Formation and Performance: The case of the U.S. pharmaceutical industry, 1963-1982 - Karel O. Cool and Dan SchendelAddressing Temporal Change in Strategic Groups Analysis: A three-mode factor analysis approach - Inga S. Baird, D. Sudharshan and Howard ThomasA Test of Performance Similarity among Strategic Group Members in Conforming and Non-Conforming Industry Structures - Michael Lawless and Linda Finch TegardenFrom I-O Economics' S-C-P Paradigm through Strategic Groups to Competence-Based Competition: reflections on the puzzle of competitive strategy - Howard Thomas and Timothy PollockDynamics of the Strategic Group Membership-Performance Linkage in Rapidly Changing Environments - Jose Angel Zuniga-Vicente, Juan Manuel de la Fuente-Sabate and Isabel Suarez-GonzalesNew Institutional Economics' Contribution to Strategic Groups Analysis - Stephanie Tywoniak, Peter Galvin and Jennifer DaviesPart 5: DiversificationA Model for Diversification - Igor H. Ansoff Diversification Strategy and Profitability - Richard P. RumeltCorporate Diversification - Cynthia A. MontgomeryThe Death of Diversification? The Focusing of the World's Industrial Firms, 1980-2000 - Lawrence G. FrankoPart 6: Vertical IntegrationThe Division of Labor is Limited by the Extent of the Market - George J. StiglerVertical Mergers, Market Powers, and the Antitrust Laws - William S. ComanorThe Vertical Integration of Production: Market failure considerations - Oliver E. WilliamsonFormulating Vertical Integration Strategies - Kathryn Rudie HarriganThe Role of Asset Specificity in the Vertical Integration Decision - Glen WhyteExplaining Vertical Integration Strategies: Market power, transactional attributes and capabilities - Isabel Diez-VialPart 7: Global IntegrationHow Global Companies Win Out - Thomas Hout, Michael E. Porter and Eileen RuddenGlobal Strategy: An organizing framework - Sumantra GhoshalBusiness-Level Competitive Strategy: A contingency link to internationalization - Kendall Roth and Allen J. MorrisonThe Global Integration of Business Functions: A study of multinational businesses in integrated global industries - K. Kim, J-H Park and John E. PrescottInternational Diversification and Firm Performance: The s-curve hypothesis - Jane W. Lu and Paul W. BeamishPart 8: Growth and Entry Mode StrategiesDiversification Entry: Internal development versus acquisition - George S. YipPlant Creation versus Plant Acquisition: The entry process in Canadian manufacturing - John R. Baldwin and Paul K. GoreckiAcquisition or Greenfield Start-Up? Institutional, Cultural and Transaction Cost Influences - Keith D. Brouthers and Lance Eliot BrouthersAnalysing Foreign Market Entry: The choice between Greenfield investment and acquisitions - Holger GoergDeterminants of FDI Mode Choice: Acquisition, Brownfield, and Greenfield entry in foreign markets - Yung-Ming ChengVOLUME 3: STRATEGY, STRUCTURE, AND LEADERSHIPPart 9: Portfolio AnalysisDiagnosing the Product Portfolio - George S. DayStrategic Attributes and Performance in the BCG Matrix- A PIMS-Based Analysis of Industrial Product Business - Donald C. Hambrick, Ian C. MacMillan and Diana L. DayManaging Acquisitions of Strategic Business Units with the Aid of the Arbitrage Pricing Model - Mark Kroll and Stephen CaplesRethinking the Product Portfolio: A generalized investment model - Timothy M. Devinney and David W. StewartPlanning Your Firm's R&D Investment - George C. Hartmann, Mark B. Myers and Richard S. RosenbloomPart 10: Divestiture and Portfolio RestructuringOverview of Corporate Restructuring Trends and Consequences - Edward H. Bowman and Harbir SinghPlease Note Location of Nearest Exit: Exit barriers and planning - Michael E. PorterDivestiture, Market Valuation, and Strategy - Cynthia A. Montgomery, Ann R. Thomas and Rajan KamathResetting The Clock: The dynamics of organizational change and failure - Terry L. Amburgey, Dawn Kelly and William P. BarnettTesting the Time Variancy of Explanatory Factors of Strategic Change - Jose Vicente-Lorente and Jose Angel Zuniga-VicentePart 11: Strategy and StructureIntroduction - Strategy and Structure - Alfred D. Chandler, Jr.A Move Toward a Multidivisional Structure in European Organizations - Lawrence G. FrankoTransaction Cost Analysis of Strategy-Structure Choice - Gareth R. Jones and Charles W.L. HillThe Adoption of the Multidivisional Form of Organization: A contingency model - Joseph T. MahoneyEconomics, Politics and Nations: Resistance to the multidivisional form in France, Germany and the United Kingdom, 1983-1993 - Michael Mayer and Richard WhittingtonPart 12: The Role of Executives and Corporate HeadquartersThe Functions of the HQ Unit in the Multibusiness Firm - Alfred Dupont Chandler, Jr.Governance Costs, Determinants, and Size of Corporate Headquarters - Rolf B hnerUpper Echelons: The organization as a reflection of its top managers - Donald C. Hambrick and Phyllis A. MasonThe Impact of Chief Executive Officer Personality on Top Management Team Dynamics: One mechanism by which leadership affects organizational performance - Randall S. Peterson D. Brenth Smith, Paul V. Martorana and Pamela D. OwensLong-Term Top Management Team Effects in Mergers and Acquisitions - Jeffrey A. Krug and Walt Shill
