Strategy and Performance

CATHERINE N. AXINN College of Business, Ohio University, USAJAY B. BARNEY Fisher College of Business, The Ohio State University, USAFRANCISCO J. FORCADELL Universidad Rey Juan Carlos, Madrid, SpainAUDLEY GENUS University of Newcastle upon Tyne Business School, UKMALCOLM GOODMAN Durham University, UKCHARMINE HÄRTEL Monash University, AustraliaMICHAEL A. HITT W.P. Carey School of Business, Arizona State University, USAR. DUANE IRELAND Robins School of Business, University of Richmond, USAPAUL J. KNOTT University of Canterbury, Christchurch, New ZealandCRAIG R. LITTLER University of London, Royal Holloway, UK and Curtin University Business School, Perth, AustraliaMATTHEW NEALE Queensland University of Technology, AustraliaHANNAH NOKE University of Bradford School of Management, UKZOE J. RADNOR Warwick Business School, UKALEX RIALP-CRIADO Autonomous University of Barcelona, SpainJOSEP RIALP-CRIADO Autonomous University of Barcelona, SpainTUDOR RICKARDS Manchester Business School, UKALAN M. RUGMAN Indiana University, Kelley School of Business, and Templeton College, OxfordMICHAEL D. SANTORO LeHigh University, Bethlehem, Pennsylvania, USASHARON THACH Tennessee State University College of Business, USAHOWARD THOMAS Warwick University, UKTONY W. TONG Fisher College of Business, The Ohio State University, USAALAIN VERBEKE University of Calgary, CanadaELISABETH WILSON-EVERED Monash University, Australia

• List of Tables and Figures Preface Acknowledgements List of Contributors INTRODUCTION Creating Value in the New Competitive Landscape; A.Ghobadian, N.O'Reagan, H.Viney, D.Gallear PART I: COMPETING IN THE GLOBAL MARKETPLACE Developing and Managing Strategic Alliances, Building Social Capital and Creating Value; M.A.Hitt, R.D.Ireland & M.Santoro Towards a Theory of Multinational Enterprises and the Civil Society; A.M.Rugman & A.Verbeke PART II: CHANGING INDUSTRY CONFIGURATION Building Versus Acquiring Resources: Analysis and Application to Learning Theory; J.B.Barney & T.W.Tong Better Constructs for Analysis and Management of Firm Competence; P.Knott Intangible Resources and Export Marketing Strategy as Determinants of Export Performance: An Empirical Analysis from the Resource-Based View; A.Rialp-Criado, J.Rialp-Criado, C.N.Axinn & S.Thach Strategic Planning: The Key to Enhanced Performance?; N.O'Regan & A.Ghobadian PART III: ORGANISATIONAL CHANGE Understanding the HR Strategies of the 1990s; C.R.Littler Managing in Times of Change: Avoiding Management Myopia; M.Goodman Understanding Inertia: Developing a Multi-Disciplinary Perspective?; A.Genus PART IV: MANAGING TECHNOLOGICAL CHANGE A Dynamic Resource-Based View of the Interaction Between Technological Resources, Corporate Diversification and Performance; F.J.Forcadell PART V: INNOVATION Developing a Compass to Navigate the Innovation Journey; Z.J.Radnor, H.Noke & T.Rickards Leadership and Innovation: Surfacing Synergies Among Constructs and Theories; E.Wilson-Evered, C.Härtel & M.Neale CONCLUSION Strategic Management: Its Development and Future Directions; H.Thomas Index

' Strategy and Performance is a collection of 14 papers by international writers which address five principal areas of strategy: competition; innovation; industry, organisational and technological change. Interspersed with 'compare and contrast' academic reviews of strategic theory are lively research-based analyses. The new research contained in [the book] is well worth seeking out and discussing.' - Best of Biz www.bestofbiz.com