The second edition of Strategy: Analysis and Practice provides up-to-date coverage of strategy with an incisive and analytical approach. The author team combines their extensive experience of teaching and consulting in strategy with cutting edge research to form a comprehensive text suitable for students studying strategic management, corporate strategy or business policy modules. The book sets out to provide students with an understanding of the core concepts and economics of strategy, laying the foundations for analysing strategy on a variety of levels. With a revised structure and fewer, more concise chapters, the second edition concentrates more strategic implementation and decision making. The theory is complemented by thorough pedagogy throughout and a range of excellent case examples and longer cases furnish students with the practical applications needed to fully appreciate the consequences of strategic decisions.

Kim Warren presents a complete framework in the field of Strategic Management. The book combines theory with clearly illustrated examples to examine the concept of financial performance and the tools that can be used to improve it.

This thesis investigates the competitive dynamics in the global insurance industry from 1999 to 2008. After reviewing the current state of the academic debate on interfirm rivalry, it derives a research agenda spanning different levels of analysis and phenomena of interest. Specifically, the thesis explores (1) how and why firms continuously adjust their strategic profiles in the presence of an industry's strategic group structure, (2) whether market shocks (namely 9/11 and Hurricane Katrina) temporarily change the decision-logic underlying competitive choices, and (3) whether stock markets respond differently to competitive moves that follow a clearly stated strategic rationale.​

In this pathbreaking book, Michael E. Porter unravels the rules that govern competition and turns them into powerful analytical tools to help management interpret market signals and forecast the direction of industry development.

Management Dynamics in Strategic Alliances is a volume in the book series Research in Strategic Alliances that will focus on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series will cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with wide prevalence of strategic alliances. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances. Management Dynamics in Strategic Alliances contains contributions by leading scholars in the field of strategic alliance research. The 12 chapters in this volume cover a number of significant topics relating to the management of strategic alliances. The chapters discuss both the broader issues, such as governance structure choice, dynamics of alliance conditions, co-evolutionary dynamics, learning dynamics, and the management of internal tensions, and the more focused problems of controls in interfirm settings, dilemmas of cooperation, value creation in alliance portfolios, and alliance management experiences in the construction and automobile industries. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the management dynamics in strategic alliances.

The bursting of the ‘dotcom bubble’ and the terrorist attacks of September 11, 2001, have brought into question received wisdom about strategy. This volume reviews the lessons to be learnt from these events, and proposes that, as a result, strategy in the twenty-first century will have to develop along new lines. Comprising a series of outstanding contributions by experts in the field, the collection focuses on changes that are occurring in how strategy is viewed, formulated and analysed, and looks forward to the future of strategic management. It discusses the emergence of new modes of thinking, new models, and new processes, and lays foundations on which strategy can build in future.

China's banking sector has witnessed significant inbound M&A traffic by developed market banks in recent years. At the same time, Chinese banks have risen to become some of the world's biggest banks. Along with these massive market values and financing capabilities have come global ambitions culminating in first outbound M&A moves. This study exploratively researches the relationship between developed market banks' inbound M&A into China and Chinese banks' outbound M&A. Based on a conceptual discussion, case studies and expert interviews an explanation model is developed outlining the drivers and barriers of Chinese banks' outbound M&A and the factors in the inbound-outbound relationship. This model enables developed market banks to analyse potential M&A reactions by incumbents. Finally, dynamic M&A market entry strategies are derived, which explicitly account for future incumbent outbound M&A moves.

Research methods present the strategic management field with opportunities and challenges. This second volume describes challenges and opportunities inherent in particular content areas, examines key ontological and epistemological issues in the strategic management context and also describes how strategy researchers can use particular methods.

While significant insights have been gained, the field of factors underlying firm success is still highly fragmented, often oversimplifies the interrelation between success factors, and remains inherently static in its approach. Sebastian Raisch establishes three models to address these limitations and validates them in a field study of global media enterprises.