The field of strategic management emerged and developed in North America before migrating to other parts of the world. Until recently, the relationship between North American strategy research and research elsewhere was asymmetric: North America led, other research communities followed. More recently, however, the interaction between North American strategy researchers and those working in other regions has evolved into a conversation. Oftentimes the conversation is collaborative and productive, but occasionally it is adversarial and provocative. While the globalization of strategy research has added considerably to our understanding, it has also brought about greater theoretical and methodological pluralism as formal, rhetorical, discursive, and practice perspectives (among others) emerge and gain traction within the field. For some, pluralism is a phase in the larger cycle of variation and consolidation that characterizes the evolution of strategy research. For others, it is a reflection of fundamentally different socioeconomic conditions and intellectual traditions around the world that is not only likely to persist, but also to give rise to distinctive and potentially irreconcilable schools of thought. Volume 27 of Advances in Strategic Management brings together various emerging perspectives in strategy research for further interaction and debate.

This volume examines the word that's on everybodys lips in business, in government and in society - sustainability. There are of course many aspects of sustainability which might be considered to reflect Brundtlands three pillars of economic, environmental and social sustainability. Others of course have different definitions which include such things as governance or supply chain management. Nevertheless business has recognised the significance of the concept and is responding by developing strategies to cope, although some would say that this is little more than window dressing. The debate continues however as to just what is meant by the term sustainability as far as business is concerned and how can this be achieved. This book is designed to address this debate and set it within the context of the global business and societal environment.

Is it possible for an investment to be good for a firm's profitability without also being good for the environment, employees, or community? Bolton connects these seemingly disparate ideas to show how to incorporate economic costs, benefits, cash flows, and risks into the evaluation of any type of investment.

Innovation Management: Strategies, Concepts and Tools for Growth and Profit is a unique book in the rapidly growing discipline of Innovation Management. It seeks to build on the experience from an earlier discipline--Competitive Strategy. It took more than two decades for practitioners to realize that successful strategy is driven by implementation, not by formulation. Similarly, successful innovation--the key to growth and profit--rests on disciplined management and implementation of the innovation process from start to finish. This book first answers the key questions: Why innovate? How to innovate? Who innovates? It then provides 10 essential and practical tools to help innovators guide their ideas to marketplace success. Following the publication of the successful first edition, and in response to many readers′ positive feedback for its case studies, the second edition contains a large number of new mini case studies about innovative start-ups, businesses, and ideas in the period of 2007-12 Innovation Management shows how companies and individuals can transform creative ideas into powerful, sustainable, change-the-world businesses and emphasizes the crucial role of execution in implementing inspiring ideas.

This book provides a roadmap for leaders of listed companies to follow in order to build enduring institutions that create value for customers and wealth for shareholders on an ongoing basis, in ways that also enhance the wellbeing of all other legitimate stakeholders - including the wider community and the environment. Customer Value, Shareholder Wealth, Community Wellbeing is an inspirational work that confirms the very positive role that a more expansive, more inclusive and more conscious approach to business, can play within our society. It incorporates a breakthrough in understanding in applied corporate finance and business economics centred on the Bow Wave of Expected Economic Profits.  This construct provides an economic underpinning for a new and more socially responsible business paradigm - demonstrating for the first time exactly how the performance produced by management in the market for their company's products and services, translates into the capital market outcomes experienced by shareholders.   

This book, first published in 1980, discusses corporate strategy for those interested in applying economic analysis to business problems. Drawing on a wide range of economics and management literature, the book shows how an understanding of industrial economics can help in analysing strategic decisions. Furthermore, the author explains how a firm's development must be adapted to its environment, its history and the experience of its personnel. Other topics discussed include integration and diversity, the growing importance of multinational operations, the strategic role of mergers, and innovation.

Corporate restructuring (acquisitions, alliances and divestment) is a visible form of corporate strategy. For example, firm investments in buying and selling assets exceed the gross domestic product of the majority of nations. Most research in this area examines acquisitions, but informing practice is limited by examining acquisitions in isolation or using a narrow focus. For example, a lingering problem is that average acquisition performance is consistently around zero, suggesting a need to identify practically relevant relationships. In addressing this need, research on three fundamental questions is covered: 1) How do acquisitions relate to other corporate strategy options?; 2) What helps to predict acquisition performance?; and 3) What are persistent acquisition research issues? The first question is intended to overcome a research limitation that acquisitions are often examined independent of other corporate strategies, including internal development, alliances, and divestment. The second question addresses novel relationships associated with the primary focus of acquisition research in examining what drives acquisition performance. The third question reflects on the underlying complexity of the phenomenon that makes it a challenge to identify what drives acquisition performance. Overall, the intent of presenting ideas on these fundamental questions is to illustrate promising areas for future research. This book presents the latest state of knowledge on the topic and will be of interest to researchers, academics, and advanced students in the fields of strategic management, international business, and organizational studies.