34 strategic management

Understanding Strategic Management

Anthony Henry, Senior Lecturer in Strategic Management, Business School, Birmingham City University
•Covers all the core topics of Strategic Management in 12 manageable chapters, fitting perfectly with 1-semester
modules, and including separate chapters on current issues such as Corporate Governance and Globalization.
•The emphasis is on strategic analysis throughout - focussing on the fundamental analytical tools required by
future managers to assess their organisations in their competitive environment, thus preparing students for
dealing with strategic management in practice.
•Packed with real life examples to illustrate the core concepts, students will more readily understand the
theory behind strategic management.
Understanding Strategic Management is the perfect introduction to this subject. It explains, analyses, and evaluates
important strategic concepts within 12 concise chapters.
It’s packed with real life examples, including fascinating case studies on companies such as Apple, Tesco,
Gillette, and Virgin. Through this approach, Understanding Strategic Management helps readers new to strategy
to see how theoretical concepts are actually applied in the real world of business.
This very readable book will take students through all the key stages of strategic management: analysis,
formulation, and implementation. Classic subjects such as industry analysis and strategic leadership are
thoroughly investigated, alongside contemporary issues such as corporate governance and globalization.
Concepts, models, and frameworks are rigorously evaluated, encouraging readers to think critically, and to
appreciate the different perspectives in the field.
The emphasis of the book is on helping students gain the tools of analysis essential for understanding the
competitive and internal environments that organisations face.
441 Pages December 2007 978-0-19-928830-4 Paperback £29.99

This is a great textbook for Contents

students taking their first steps
into strategic management. PART ONE: WHAT IS STRATEGY?: What is Strategy?; PART TWO: STRATEGIC ANALYSIS:
The General Environment; The Competitive Environment; The Internal Environment: Value Creating Activities;
Dr Paul Hughes,
The Internal Environment: A Resource-Based View of Strategy; Assessing Organizational Performance;
Loughborough Business
PART THREE: STRATEGY FORMULATION: Business Level Strategy; Corporate Level Strategy;
School, University of
International Strategy and Globalization; PART FOUR: STRATEGY IMPLEMENTATION:
Loughborough
Organizational Systems and Strategic Change; Strategic Leadership; Corporate Governance
strategic management

For lecturers: For students:

• Test bank
• PowerPoint slides
• Answers to questions in the book
• Additional case studies
• Diagrams and tables to download
• Multiple choice questions
• Key Work providing additional in-depth discussions
• Abstracts of journal articles
• Resource Box of useful web links and further reading
• Internet exercises
• Flashcard glossary

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 strategic management 35

Strategic Management:
Theory and Application
Adrian Haberberg, Senior Lecturer, Westminster Business School, University of Westminster, and
Alison Rieple, Professor of Strategic Management, Harrow Business School, University of Westminster
•The only undergraduate, student-focussed textbook on strategic management with an emphasis on
skills development, promoting skills in critical thinking, analytical rigour and creativity throughout.
•Recent, illustrative examples of what can go wrong with even the most well-conceived strategies
allowing a focus on realism for students.
•Four running examples, end-of-chapter cases and longer cases to provide a focus on the relevance
of the theory to real-life context.
•Balanced and rigorous approach to examining theory, which offers a fusion of two main disciplines:
organization theory and economics.
Strategic Management promotes the development of critical thinking, analytical rigour and creativity skills.
The text is structured to include a variety of learning features including real-life applications, four running cases,
“what can go wrong” boxes, theoretical debates, using evidence, creative strategising, end-of-chapter cases and
longer cases. These place emphasis on realism through recent, illustrative examples of what can go wrong with
even the most well-conceived strategies as well as demonstrating the relevance of the theory to real-life practice.
The balanced approach to theory and application summarises relevant economic, sociological and organisation-
theoretic concepts, without attempting to artificially force these into inappropriate theoretical ‘boxes’.
With a highly accessible writing style, this text it is an invaluable learning tool for all students in this area.
822 Pages December 2007 978-0-19-921646-8 Paperback £37.99

Succeeds in creating a
sense of realism through the
deployment of sophisticated
meso-level theory rather
than simple abstractions.
Students and instructors
will find this very valuable.
Bruce Cronin,
University of Greenwich
Contents
PART ONE: CORE CONCEPTS: Strategy and the Organization; What is Strategic Management?;
PART TWO: ASSESSING FIT AND DISTINCTIVENESS: Understanding the Influence of the Environment;
Distinctiveness (1): Competitive Stance; Distinctiveness (2): Scope, Scale and Diversity; Distinctiveness
(3): The Value Chain; PART THREE: THE SUSTAINABILITY OF ADVANTAGE: The Resource-based View
of the Firm; Architecture, Structure and Culture; The Management of Complex Organization; Knowledge,
Learning and Innovation; PART FOUR: FROM STRATEGIC ANALYSIS TO STRATEGY FORMULATION:
Assessing Strategic Failure and Success; Options and Strategic Methods; Strategies in Profit-making
Contexts; Strategies in International Contexts; Strategies Where Profit is Not the Main Objective;
Part Five: Strategy Implementation; Effecting Change; Making Strategy Happen

strategic management

For lecturers: For students:

• Answers to case study and end-of-chapter questions • Multiple-choice questions
• Seminar activities • Web links
• PowerPoint slides • Flashcard glossary
• Test bank to aid lecturers’ teaching • Web exercises
• Case studies

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36 strategic management
Global Strategic Management
Kamel Mellahi, Lecturer in Strategic Management,
Loughborough University Business School,
Jedrzej George Frynas, Lecturer in International
Management, University of Birmingham, and
Paul Finlay, Formerly Professor of Strategic Information
Systems, Loughborough University Business School
Global Strategic Management is a core textbook for
International and Global Strategy courses, and is suitable
as a supplementary text for strategic management or
international business courses.
This text is the first to offer a truly global, as opposed
to multinational, perspective on strategy. It covers both
traditional strategic management topics, and new topics such
as corporate social responsibility and new technologies.
416 Pages 2005 978-0-19-926615-9 Paperback £32.99
Cooperative Strategy
John Child, Professor of Management at the Universities of
Birmingham and Hong Kong, David Faulkner, and Stephen
Tallman, Professor of Strategy at the University of Utah
Strategic alliances are increasingly common, as
many organizations look towards various partnering
arrangements. This text will be ideal for business students
and managers alike wishing to understand the challenges
of managing alliances.
472 Pages 2005 978-0-19-926625-8 Paperback £24.95
The Modern Firm
Organizational Design for Performance
and Growth
John Roberts, John H. Scully Professor of Economics,
Strategic Management and International Business,
Graduate School of Business, Stanford University
The Modern Firm develops powerful conceptual frameworks
for analyzing the interrelations between organizational
design features, competitive strategy and the business
environment. Written in non-technical language, the book
is, nevertheless, based on rigorous modeling and draws on
numerous examples from eighteenth century fur trading
companies to such modern firms such as BP and Nokia.
336 Pages 2007 978-0-19-829375-0
Paperback £14.99
Managing Network Resources
Ranjay Gulati, Michael L. Nemmers Distinguished
Professor of Strategy and Organizations, Kellogg
strategic management
School of Management, Northwestern University
Today’s firms are increasingly embedded in networks of
alliances and other ties that influence their behaviour and
performance. In this, his first book on the subject, Ranjay
Gulati examines the ‘network resources’ that arise from
these ties, how successful firms manage these, and how
they influence strategy, access to material resources, and
perceptions of a firm’s legitimacy.
344 Pages 2007 978-0-19-929985-0
Paperback £18.99
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This is an excellent and original text identifying
the issues that surround global strategy.
Bill Punshon, Hope Business School,
Liverpool Hope University
For lecturers:
• Suggested answers to discussion
questions and case questions
• PowerPoint slides
For students:
• Links to websites of interest
www.oxfordtextbooks.co.uk/orc/mellahi
Strategic Management
Process, Content, and
Implementation
Hugh Macmillan, former Professor of
Business Policy, Edinburgh University, and
Mahen Tampoe, Associate Lecturer, Henley
Management College
Hugh Macmillan and Mahen Tampoe give
a structured and balanced summary of the
most important concepts in the field of
strategic management. They examine how
these concepts may be effectively applied
in practice, giving special attention to
demonstrating the significance of the role
of people in strategy implementation.
384 Pages 2000 978-0-19-878229-2
Paperback £33.99
This is a book I have been eager to see.
Gulati has done a service to his colleagues
in bringing together in one convenient
reference so many of his influential papers.
More than is possible in journal articles,
the book provides an integrated view,
in broader perspective, of Gulati’s
productive study of alliances as
a network phenomenon.
Ronald S. Burt, Hobart W. Williams
Professor of Sociology and Strategy,
University of Chicago
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 strategic management 37

Oxford Handbook of Strategy

Edited by David O. Faulkner, Said Business School,
University of Oxford, and Andrew Campbell, Ashridge
Strategic Management Centre
The Oxford Handbook of Strategy is a two-volume set on the
key subject areas and issues currently under discussion in
the field of strategy. It unites a team of contributors who
are all authorities on the topic of their chapter.
1064 Pages 2006 978-0-19-927521-2
Paperback £42.00
Please note - this title is not available on inspection.
An all-star cast of contributors... Faulkner
and Campbell have created a coherent,
comprehensive book that hits all of the big
topics... essential academic reference book[s]
...The handbook is well executed with strong
editorial direction. Its breadth, depth and
ambition are to be applauded, and it sets a
real benchmark for similar publications.
Supply Management

Building the Flexible Firm The Theory of the Growth

How to Remain Competitive
Henk W. Volberda, Professor of Strategic Management,
Rotterdam School of Management
How do firms cope with changing environments?
Is flexibility really the solution? How can we measure a
firm’s flexibility? Can a more flexible firm be created?
Based on an Igor Ansoff Award -winning study and now
available for the first time in paperback, Henk Volberda’s
Building the Flexible Firm shows how flexibility has become
the new strategic challenge for contemporary firms.
384 Pages 978-0-19-829595-2 1999 Paperback £27.50
of the Firm
Third Edition
Edith Penrose, formerly at SOAS
and INSEAD
This ‘goldmine of concepts for understanding
business and industrial organization’ was
originally published in 1959 but has been an
influence in business schools ever since. The
author combines rigorous theory with close
observation of the real business world, and
writes simply but with an original approach.
304 Pages 1995 978-0-19-828977-7
Paperback £26.00

A ‘must read’ for students and scholars in

Strategic Management who desire a comprehensive
review and synthesis of the extant literature
on organizational flexibility and adaptivity.
Organization Studies

Foundations of Corporate Success Resources, Firms,

How Business Strategies Add Value and Strategies
One of the most important
John Kay Edited by Nicolai J. Foss, Associate
‘strategic thinking’ books
in years... I can think of
Professor, Copenhagen Business School
A leading business school economist lays bare the
complexities of ëstrategic thinking’ in business and no better way of preparing This Reader brings together extracts from the
offers a lucid and innovative analysis of the source of for an examination in seminal articles that created this dominant
business strategy. perspective in strategic management.
ëcompetitive advantage’. Kay engages with and develops
the work of Michael Porter, who is regarded by many The Director It includes the pioneering work of Selznick,
as the pre-eminent authority on business strategy. Penrose, and Chandler and more recent
writing by Wernerfelt, Barney, Teece, and
432 Pages 1995 978-0-19-828988-3 Paperback £25.00
Prahalad and Hamel.
396 Pages 1997 978-0-19-878179-0
Contents
Paperback £35.00
Introduction; Part I: Corporate Success; 1. The Structure of Strategy; 2. Adding Value;
Part II: Business Relationships; Introduction; 3. Cooperation and Coordination; 4. Relationships and
strategic management

Contracts; Part III: Distinctive Capabilities; Introduction 5. Architecture; 6. Reputation; 7. Innovation

8. Strategic Assets; Part IV: From Distinctive Capbilities to Competitive Advantage; Introduction
9. Markets; 10. Mergers; 11. Sustainability; 12. Appropriability; 13. The Value of Competitive
Advantage; Appendix; Added Value Statements; Part V: Competitive Strategies; Introduction;
14. Pricing and Positioning 1; 15. Pricing and Positioning 2; 16. Advertising and Branding;
17. Vertical Relationships; Part VI: The Strategic Audit; Introduction; 18. The Industry;
19. The Firm; 20. The Nation; Part VII: The Future of Strategy; Introduction;
21. A Brief History of Business Strategy; 22. Conclusions; Glossary; Bibliographic notes

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