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Corporate Strategy

Corporate Strategy

Three Volume Set
Edited by:

1 176 pages | SAGE Publications Ltd
Strategy has become an increasingly difficult task in light of rapid technological change and globalization trends during the last two decades. Corporate strategy focuses on the multi-business firm with competitive positions in a broad range of industries, geographical areas and value chain activities. Corporate strategy is, therefore, not only the domain of the chief executive officer or chief strategist. It is also the domain of marketing, finance, production, and human resource management which support and promote the firm's overall strategic direction.

This major work deals with the theory on the management of the multibusiness or diversified firm. It focuses on corporate-level strategy issues such as the structural analysis of industries and the determinants of competition, models of portfolio analysis, determination of firm scale and scope, diversification and performance, vertical integration, global integration, structure and control, and organizational leadership.

Volume I examines how organizations create competitive advantage at the corporate level. The focus is on value creation in multi-divisional firms and coordination of business activities across businesses and locations. Volume II examines the literature on firm scope, diversification and vertical integration. Volume III looks at growth and control in multi-divisional firms. It reviews literature on alternative modes of firm expansion and examines the issue of strategic change in organizations and implications of change for firm performance and the firm's stakeholders.

Part 1: Domain of Corporate Strategy
Chief Executive Officer, President, or General Manager: Roles and responsibilities

Kenneth R. Andrews
The Concept of Corporate Strategy

Kenneth R. Andrews
Strategy and Environment: A conceptual integration

L.J. Bourgeois III
Does Corporate Strategy Matter

Edward H. Bowman and Constance E. Helfat
Part 2: Scope of the Firm
Economies of Scope and the Scope of the Enterprise

David J. Teece
The Modern Corporation: Origins, Evolution, Attributes

Oliver E. Williamson
Part 3: Structural Analysis of Industries
How Competitive Forces Shape Strategy

Michael E. Porter
Structure-Profit Relationship at the Line of Business and Industry Level

David J. Ravenscraft
Do Markets Differ Much?

Richard Schmalensee
What is an Attractive Industry?

Birger Wernerfelt and Cynthia A. Montgomery
How Much Does Industry Matter? An Alternative Empirical Test

Thomas C. Powell
Part 4: Structural Analysis within Industries
From Entry Barriers to Mobility Barriers: Conjectural decisions and contrived deterrence to new competition

Richard E. Caves and Michael E. Porter
Strategic Groups and the Structure-Performance Relationship

Howard H. Newman
Strategic Group Formation and Performance: The case of the U.S. pharmaceutical industry, 1963-1982

Karel O. Cool and Dan Schendel
Addressing Temporal Change in Strategic Groups Analysis: A three-mode factor analysis approach

Inga S. Baird, D. Sudharshan and Howard Thomas
A Test of Performance Similarity among Strategic Group Members in Conforming and Non-Conforming Industry Structures

Michael Lawless and Linda Finch Tegarden
From I-O Economics' S-C-P Paradigm through Strategic Groups to Competence-Based Competition: reflections on the puzzle of competitive strategy

Howard Thomas and Timothy Pollock
Dynamics of the Strategic Group Membership-Performance Linkage in Rapidly Changing Environments

José Ángel Zúñiga-Vicente, Juan Manuel de la Fuente-Sabaté and Isabel Suárez-Gonzáles
New Institutional Economics' Contribution to Strategic Groups Analysis

Stephanie Tywoniak, Peter Galvin and Jennifer Davies
Part 5: Diversification
A Model for Diversification

Igor H. Ansoff
Diversification Strategy and Profitability

Richard P. Rumelt
Corporate Diversification

Cynthia A. Montgomery
The Death of Diversification? The Focusing of the World's Industrial Firms, 1980-2000

Lawrence G. Franko
Part 6: Vertical Integration
The Division of Labor is Limited by the Extent of the Market

George J. Stigler
Vertical Mergers, Market Powers, and the Antitrust Laws

William S. Comanor
The Vertical Integration of Production: Market failure considerations

Oliver E. Williamson
Formulating Vertical Integration Strategies

Kathryn Rudie Harrigan
The Role of Asset Specificity in the Vertical Integration Decision

Glen Whyte
Explaining Vertical Integration Strategies: Market power, transactional attributes and capabilities

Isabel Díez-Vial
Part 7: Global Integration
How Global Companies Win Out

Thomas Hout, Michael E. Porter and Eileen Rudden
Global Strategy: An organizing framework

Sumantra Ghoshal
Business-Level Competitive Strategy: A contingency link to internationalization

Kendall Roth and Allen J. Morrison
The Global Integration of Business Functions: A study of multinational businesses in integrated global industries

K. Kim, J-H Park and John E. Prescott
International Diversification and Firm Performance: The s-curve hypothesis

Jane W. Lu and Paul W. Beamish
Part 8: Growth and Entry Mode Strategies
Diversification Entry: Internal development versus acquisition

George S. Yip
Plant Creation versus Plant Acquisition: The entry process in Canadian manufacturing

John R. Baldwin and Paul K. Gorecki
Acquisition or Greenfield Start-Up? Institutional, Cultural and Transaction Cost Influences

Keith D. Brouthers and Lance Eliot Brouthers
Analysing Foreign Market Entry: The choice between Greenfield investment and acquisitions

Holger Görg
Determinants of FDI Mode Choice: Acquisition, Brownfield, and Greenfield entry in foreign markets

Yung-Ming Cheng
Part 9: Portfolio Analysis
Diagnosing the Product Portfolio

George S. Day
Strategic Attributes and Performance in the BCG Matrix- A PIMS-Based Analysis of Industrial Product Business

Donald C. Hambrick, Ian C. MacMillan and Diana L. Day
Managing Acquisitions of Strategic Business Units with the Aid of the Arbitrage Pricing Model

Mark Kroll and Stephen Caples
Rethinking the Product Portfolio: A generalized investment model

Timothy M. Devinney and David W. Stewart
Planning Your Firm's R&D Investment

George C. Hartmann, Mark B. Myers and Richard S. Rosenbloom
Part 10: Divestiture and Portfolio Restructuring
Overview of Corporate Restructuring Trends and Consequences

Edward H. Bowman and Harbir Singh
Please Note Location of Nearest Exit: Exit barriers and planning

Michael E. Porter
Divestiture, Market Valuation, and Strategy

Cynthia A. Montgomery, Ann R. Thomas and Rajan Kamath
Resetting The Clock: The dynamics of organizational change and failure

Terry L. Amburgey, Dawn Kelly and William P. Barnett
Testing the Time Variancy of Explanatory Factors of Strategic Change

José Vicente-Lorente and José Ángel Zúñiga-Vicente
Part 11: Strategy and Structure
Introduction - Strategy and Structure

Alfred D. Chandler, Jr.
A Move Toward a Multidivisional Structure in European Organizations

Lawrence G. Franko
Transaction Cost Analysis of Strategy-Structure Choice

Gareth R. Jones and Charles W.L. Hill
The Adoption of the Multidivisional Form of Organization: A contingency model

Joseph T. Mahoney
Economics, Politics and Nations: Resistance to the multidivisional form in France, Germany and the United Kingdom, 1983-1993

Michael Mayer and Richard Whittington
Part 12: The Role of Executives and Corporate Headquarters
The Functions of the HQ Unit in the Multibusiness Firm

Alfred Dupont Chandler, Jr.
Governance Costs, Determinants, and Size of Corporate Headquarters

Rolf B hner
Upper Echelons: The organization as a reflection of its top managers

Donald C. Hambrick and Phyllis A. Mason
The Impact of Chief Executive Officer Personality on Top Management Team Dynamics: One mechanism by which leadership affects organizational performance

Randall S. Peterson D. Brenth Smith, Paul V. Martorana and Pamela D. Owens
Long-Term Top Management Team Effects in Mergers and Acquisitions

Jeffrey A. Krug and Walt Shill

Jeffrey A Krug