Description
Many strategies fail not because they are improperly formulated but because they are poorly implemented.The Oxford Handbook of Strategy Implementation examines the crucial role of implementation in how business and managerial strategies produce returns. In this wide-ranging collection of essays, leading scholars address governance, resources, human capital, and accounting-based control systems, advancing our understanding of strategy implementation and identifying opportunities for future research on this important process.
Table of Contents
Chapter 1: The Imperative for Strategy ImplementationMichael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike WrightPART 1: RESOURCES AND GOVERNANCEChapter 2: Sourcing External Knowledge: Clusters, Alliances, and AcquisitionsStephen Tallman and Anupama PheneChapter 3: A Study of the Long-term Value of Capabilities-based Resources, Intangible Strategic Assets, and Firm PerformanceBrian R. Chabowski and G. Tomas M. HultChapter 4: IPOs and Corporate GovernanceIgor Filatotchev, Mike Wright and Garry D. BrutonChapter 5: Epistemics at Work: The Theory of Mind in Principal-Agent RelationsStefan Linder, Nicolai Foss and Diago SteaChapter 6: Social Construction of Boundaries in the Context of the Official and Unofficial EconomiesKatalin Takacs-Haynes and R. Duane IrelandChapter 7: Antitrust ComplianceD. Daniel SokolPART 2: MANAGING HUMAN CAPITALChapter 8: The Aging Workforce: Implications for Human Resource Management Research and PracticeDonald M. Truxillo, David M. Cadiz, and Jennifer R. RineerChapter 9: Women at the Top: Will More Women in Senior Roles Impact Organizational Performance?Carol T. Kulik and Isabel MetzChapter 10: Managing Human Capital: Meta-analysis of Links among Human Resource Management Practices and Systems, Human Capital and PerformanceDavid J. Ketchen Jr., T. Russell Crook, Samuel Y. Todd, James G. Combs, and David J. WoehrChapter 11: Exploring the Relationship between Human Resource Management and Organizational Performance in the Healthcare SectorIan KesslerChapter 12: Evidence-Based Management at the Bottom of the Pyramid: Why Human Resources Standards and Research Must Connect More CloselyWayne F. Cascio and John W. BoudreauChapter 13: Theory Development by Induction: Goal-Setting Theory, 1990 to 2013Edwin A. Locke and Gary P. LathamPART 3: ACCOUNTING-BASED CONTROL SYSTEMSChapter 14: Management Control Systems and CreativityAntonio Davila and Angelo DitilloChapter 15: Exploring the Challenges of Broadening Accounting Reports: Insights from ResearchBrad Potter and Naomi SoderstromChapter 16: Organizational Design and Control ChoicesChristian Hofmann and Laurence van LentChapter 17: Estimation of Discretionary Accruals and the Detection of Earnings ManagementPaul ZarowinChapter 18: The Future of Strategy ImplementationMichael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright
