Corporate Strategy

Edited by Margarethe Wiersema, Dean’s Professorship in Strategic Management, The Paul Merage School of Business, University of California, Irvine and Joseph Beck, Associate Professor of Management, John L. Grove College of Business, Shippensburg University, Shippensburg, Pennsylvania, US

• Contents:AcknowledgementsIntroductionMargarethe Wiersema and Joseph BeckPART ICONCEPT OF STRATEGY 1. Michael E. Porter (1996), ‘What is Strategy?’PART IITHEORY OF CORPORATE STRATEGY 2. R.H. Coase (1937), ‘The Nature of the Firm’3. Edith Penrose (1955), ‘Limits to the Growth and Size of Firms’4. Oliver E. Williamson (1967), ‘Hierarchical Control and Optimum Firm Size’5. David J. Teece (1982), ‘Towards an Economic Theory of the Multiproduct Firm’6. Gareth R. Jones and Charles W.L. Hill (1988), ‘Transaction Cost Analysis of Strategy-Structure Choice’PART IIIRESOURCE-BASED AND KNOWLEDGE-BASED VIEWS OF THE FIRM 7. Robert M. Grant (1996), ‘Toward a Knowledge-based Theory of the Firm’8. Julia Porter Liebeskind (1996), ‘Knowledge, Strategy, and the Theory of the Firm’9. Kathleen R. Conner and C.K. Prahalad (1996), ‘A Resource-based Theory of the Firm: Knowledge Versus Opportunism’PART IVINDUSTRY VERSUS BUSINESS PERFORMANCE EFFECTS 10. Gary S. Hansen and Birger Wernerfelt (1989), ‘Determinants of Firm Performance: The Relative Importance of Economic and Organizational Factors’11. Richard P. Rumelt (1991), ‘How Much Does Industry Matter?’12. Thomas H. Brush and Philip Bromiley (1997), ‘What Does A Small Corporate Effect Mean? A Variance Components Simulation of Corporate and Business Effects’13. Edward H. Bowman and Constance E. Helfat (2001), ‘Does Corporate Strategy Matter?’PART VCORPORATE DIVERSIFICATION 14. Michael C. Jensen (1986), ‘Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers’15. Birger Wernerfelt and Cynthia A. Montgomery (1988), ‘Tobin’s q and the Importance of Focus in Firm Performance’16. Larry H.P. Lang and René M. Stulz (1994), ‘Tobin’s q, Corporate Diversification, and Firm Performance’17. Philip G. Berger and Eli Ofek (1995), ‘Diversification’s Effect on Firm Value’18. Robert Comment and Gregg A. Jarrell (1995), ‘Corporate Focus and Stock Returns’19. C.K. Prahalad and Richard A. Bettis (1986), ‘The Dominant Logic: A New Linkage Between Diversity and Performance’20. David J. Collins and Cynthia A. Montgomery (1998), ‘Creating Corporate Advantage’21. Brian S. Silverman (1999), ‘Technological Resources and the Direction of Corporate Diversification: Toward an Integration of the Resource-Based View and Transaction Cost Economics’22. James Robins and Margarethe F. Wiersema (1995), ‘A Resource-Based Approach to the Multibusiness Firm: Empirical Analysis of Portfolio Interrelationships and Corporate Financial Performance’23. Belén Villalonga (2004), ‘Diversification Discount or Premium? New Evidence from the Business Information Tracking Series’24. Constantinos C. Markides and Peter J. Williamson (1994), ‘Related Diversification, Core Competencies and Corporate Performance’25. Harry P. Bowen and Margarethe F. Wiersema (2005), ‘Foreign-Based Competition and Corporate Diversification Strategy’26. Donald D. Bergh and Michael W. Lawless (1998), ‘Portfolio Restructuring and Limits to Hierarchical Governance: The Effects of Environmental Uncertainty and Diversification Strategy’27. Leslie E. Palich, Laura B. Cardinal and C. Chet Miller (2000), ‘Curvilinearity in the Diversification-Performance Linkage: An Examination of Over Three Decades of Research’PART VIMEASUREMENT AND METHODOLOGICAL ISSUES 28. Ernest H. Hall, Jr. and Caron H. St. John (1994), ‘A Methodological Note on Diversity Measurement’29. Rachel Davis and Irene M. Duhaime (1992), ‘Diversification, Vertical Integration, and Industry Analysis: New Perspectives and Measurement’30. James A. Robins and Margarethe F. Wiersema (2003), ‘The Measurement of Corporate Portfolio Strategy: Analysis of the Content Validity of Related Diversification Indexes’31. Harry P. Bowen and Margarethe F. Wiersema (1999), ‘Matching Method to Paradigm in Strategy Research Limitations of Cross-Sectional Analysis and Some Methodological Alternatives’32. Barton H. Hamilton and Jackson A. Nickerson (2003), ‘Correcting for Endogeniety in Strategic Management Research’PART VIIDYNAMIC CAPABILITIES 33. David J. Teece, Gary Pisano and Amy Shuen (1997), ‘Dynamic Capabilities and Strategic Management’34. Kathleen M. Eisenhardt and Jeffrey A. Martin (2000), ‘Dynamic Capabilities: What Are They?’PART VIIIUPPER ECHELONS AND CORPORATE STRATEGY 35. Donald C. Hambrick and Phyllis A. Mason (1984), ‘Upper Echelons: The Organization as a Reflection of its Top Managers’36. Donald C. Hambrick (1989), ‘Putting Top Managers Back in the Strategy Picture’37. Marta A. Geletkanycz and Donald C. Hambrick (1997), ‘The External Ties of Top Executives: Implications for Strategic Choice and Performance’38. Margarethe F. Wiersema and Karen A. Bantel (1992), ‘Top Management Team Demography and Corporate Strategic Change’39. Ken G. Smith, Ken A. Smith, Judy D. Olian, Henry P. Sims, Jr., Douglas P. O’Bannon and Judith A. Scully (1994), ‘Top Management Team Demography and Process: The Role of Social Integration and Communication’

‘An impressive collection of 39 classical articles on strategy. . . An invaluable reference volume.’