Restructuring Strategy: New Networks and Industry Challenges
February 2005, Wiley-Blackwell
Comprising a series of contributions from experts in the field, the book addresses key questions about the opportunities and threats posed by these times of turmoil, including: How do existing industries sustain their competitiveness in such difficult times? How do networks stave off threats from new technologies? How do emerging and incumbent companies survive when growth is not an option? And how should companies be governed during periods of industry structuring and restructuring?
In answering these questions, the contributors provide an overview of the strategies that industries, networks, businesses and managers are currently deploying in order to adapt to chaotic conditions and to enhance business profitability. Their responses make a distinctive contribution to scholarly thought and management practice.
About the Editors.
1. Industry Structuring and Restructuring, Strategy and Governance Challenges. James Henderson, Babson College and Karel Cool, INSEAD.
Part 1: Industry and Network Competitiveness.
2. Maintaining Collective Assets, The Tragedy of the Commons, and Supply Chain Performance: The Case of the Champagne Industry, James Henderson, Babson College and Karel Cool, INSEAD.
3. Organizing Around Strategic Relationships: Networks of Suppliers as Knowledge Generators in the Italian Motorcycle Industry, Andrea Lipparini, Catholic University, Gianni Lorenzoni, University of Bologna.
4. Assessing the Knowledge Landscape Across Firms in Alliance Networks And Its Impact On Organizational Innovation Performance, Beiqing Yao and Susan McEvily, Katz Graduate School of Business, University of Pittsburgh.
5. Generative Interactions: The New Source of Competitive Advantage, Yves Morieux, Mark Blaxill and Vladislav Boutenko, Boston Consulting Group.
Part 2: Successful Business Strategies in Industry Structuring and Restructuring.
6. Sustaining Superior Performance through a Bubble: Interfirm Differences in the e-Consulting Industry, Julia Prats and Ashish Nanda, Harvard Business School.
7. Delaying Market Entry: How Long is Too Long? Moren Levesque, Weatherhard School of Management, Case Western Reserve University, Dean Shepherd, Leeds School of Business, University of Colorado.
8. Robust Capabilities? An Empirical Study of Incumbent-Entrant Product Development Capabilities After Radical Technological Change, Neil Jones, INSEAD.
9. The Form of Departure: The Consequences of Adaptation of Franchising Knowledge for Local Network Growth, Gabriel Szulanski, INSEAD, Robert Jensen and Tanya Lee, Wharton School, University of Pennsylvania.
Part 3: Superior Management and Governance Practices.
10. A Bayesian Application of the Resource Based View: Narrowing the Gap Between Theory and Practice, Mark Hansen, Lee Perry, Marriott School of Business, Brigham Young University, Shane Reese, Department of Statistics, Brigham Young University.
11. How Much Do Middle Managers Matter, Really? An Empirical Study on their Impact on Sustained Superior Performance, Johanna Mair, IESE.
12. Impact of Justification Behaviour – The Forgotten Costs of Corporate Governance?, Michael Nippa and Kerstin Petzold, Technische Universitat Bergakademie Freiberg.
13. A New Approach to Improving Board Vigilance: Shift the Focus to Board Process, Ann Mooney, Howe School of Management, Stevens Institute of Technology, Sydney Finkelstein, Tuck School of Business, Dartmouth College.
Karel Cool holds the BP Chair of European Competitiveness and is Professor of Strategic Management at INSEAD in Fontainebleau, France. He has consulted for many international companies on major problems of corporate and industry restructuring and is the Associate Editor of the Strategic Management Journal.
James Henderson holds the Tejabaipul Term Chair and is Assistant Professor of Strategic Management at Babson College in Wellesley, MA. He works on many strategy-related topics for international companies.
- An exploration of the challenges that face industries, networks, businesses and management during periods of industry structuring and restructuring.
- Addresses key questions about the opportunities and threats posed by these periods of turmoil.
- Covers crucial topics such as industry and network competitiveness, successful business strategies in industry structuring and restructuring, and superior management and corporate governance practices.
- Written by a selection of recognised scholars in the field.
- Makes a distinctive contribution to scholarly thought and to management practice.
Industrial Relations <!--end-->
"The book is replete with excellent analysis of firm planning decisions. It draws insightful overarching conlusions."
Restructuring Strategy: New Networks and Industry Challenges (US $95.00)
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