The DOI matches its Crossref record; 63 of the 63 references it cites were found in a registry or an index.
Handbook of strategy and management
Abstract
PART ONE: MAPPING A TERRAIN Strategic Management - Andrew Pettigrew, Howard Thomas and Richard Whittington The Strengths and Limitations of a Field The Domain of Strategic Management - Edward H Bowman, Harbir Singh and Howard Thomas History and Evolution PART TWO: THINKING AND ACTING STRATEGICALLY Constructing Competitive Advantage - Karel Cool, Luis Almeida Costa and Ingemar Dierickx Corporate Strategy - Robert M Grant Managing Scope and Strategy Content Corporate Strategy - Constantinos Markides The Role of the Centre Corporate Structure - Richard Whittington From Policy to Practice Knowledge-Based View - Katheleen M Eisenhardt and Filipe M Santos A New Theory of Strategy? Managing Cognition and Strategy - Joseph Porac and Howard Thomas Issues, Trends and Future Directions Strategy Process - Balaji Chakravarthy and Roderick E White Forming, Implementing and Changing Strategies Strategic Change Processes - Raghu Garud and Andrew H Van de Ven Top Management, Company Directors and Corporate Control - Gerald F Davis and Michael Useem PART THREE: CHANGING CONTEXTS International Management and Strategy - Bruce Kogut Quasi Strategy - Ewan Ferlie Strategic Management in the Contemporary Public Sector Entrepreneurship, Small Firms and Wealth Creation - Rita Gunther McGrath A Framework Using Real Options Analysis The Strategy and Management of International Institutions - Winfried Ruigrok Technology in Corporate Strategy - Keith Pavitt and W Edward Steimueller Change, Continuity and the Information Revolution What Are the Responsibilities of Business to Society? - David A Whetten, Gordon Rands and Paul Godfrey PART FOUR: LOOKING FORWARD The Conduct of Strategy Research - Haridimos Tsoukas and Christian Knudsen Business History and Strategy - David J Jeremy Theorizing the Future of Strategy - N Venkatraman and Mohan Subramaniam Questions for Shaping Strategy Research in the Knowledge Economy Conclusion - Richard Whittington, Andrew Pettigrew and Howard Thomas Doing More in Strategy Research
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Citations
Cites
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
Situated Learning: Legitimate Peripheral Participation.
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The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
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Misery Loves Companies: Rethinking Social Initiatives by Business
Margolis, J. D., & Walsh, J. P. (2003) · Administrative Science Quarterly · doi:10.2307/3556659 · Cited by 5,130
Completing the Practice Turn in Strategy Research
Whittington, R. (2006) · Organization Studies · doi:10.1177/0170840606064101 · Cited by 1,972
De Bakker, F. G. A., Groenewegen, P., & Den Hond, F. (2005) · Business & Society · doi:10.1177/0007650305278086 · Cited by 1,085
The Business Case for Corporate Sustainability:
Salzmann, O., Ionescu-somers, A., & Steger, U. (2005) · European Management Journal · doi:10.1016/j.emj.2004.12.007 · Cited by 930
Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility
Okhuysen, G. A., & Eisenhardt, K. M. (2002) · Organization Science · doi:10.1287/orsc.13.4.370.2947 · Cited by 760
Metadata
- Venue
- Choice Reviews Online
- Publisher
- American Library Association
- Published
- 2006-11-01
- Volume
- 44
- Issue
- 03
- Pages
- 44-1617-44-1617
- ISSN
- 0009-4978 (ISSN-L)
- 1523-8253
- OpenAlex
- W1493139712
- Cited by
- 710
- References
- 63
- Type
- book review
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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