Strategy Process: Shaping the Contours of the Field (Strategic Management Society) - Tapa dura

Acerca del autor

Bala Chakravarthy is Professor of Strategy and International Management at IMD in Switzerland. He is the author of Managing Coal (1981), and co-author with Peter Lorange of Implementing Strategic Processes (Blackwell Publishers, 1992) and Managing the Strategy Process (1991). He is a member of the board of directors of the Strategic Management Society.

Guenter Mueller-Stewens is Professor of Management and Organization and Managing Director at the Institute of Management of the University of St Gallen in Switzerland. He is co-author with Christoph Lechner of Strategisches Management (2001). He is a member of the advisory board of several international companies.

Peter Lorange is President of IMD in Switzerland. He is Professor of Strategy and holds the Nestlé Chair. He is the author or co-author of many books, including Strategic Planning and Control (Blackwell Publishers, 1993), New Vision for Management Education: Leadership Challenges (2002), and Cooperative Strategies & Alliances (co-edited with Farok J. Contractor, 2002). He serves on the board of directors of several corporations.Christoph Lechner is a Faculty Member for Strategic Management at the University of St Gallen in Switzerland. He is co-author with Guenter Mueller-Stewens of Strategisches Management (2001) and author of Die Entwicklung von Allianzsystemen (1999). He is a member of the board of directors at Hügli AG, and works on strategy-related topics with several international firms.

De la contraportada

Despite voluminous research, managing the process through which leaders shape, implement, and change strategy remains ill understood. This volume provides an overarching framework to help cumulate the research on strategy process and define the contours of the field.

The framework offered in the book provides a basis for the continuous refinement of the field's research agenda. It has been shared with strategy process researchers and practitioners at the Strategic Management Society's meetings and mini-conference on strategy process research. The book itself comprises nine papers written by North American and European scholars, and is clustered into four streams that follow from the framework:

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• chapters that track strategy content longitudinally
  
• chapters that study the impact of important strategy process elements on performance
  
• chapters that study the links between a firm's context and process elements
  
• chapters that seek to study context/process/outcomes

The editors provide a commentary on the strengths and weaknesses of each stream