Summary
Contents
Subject index
Presenting a major retrospective and prospective overview of strategy, this Handbook is an important benchmark volume for management scholars worldwide. The Handbook frames, assesses and synthesizes the work in the field. Chapters are grouped under four specific areas of strategy and management: Mapping a Terrain; Thinking and Acting Strategically; Changing Contexts; and Looking Forward. Within these parts, leading international scholars provide historical overviews of the key themes, address the central approaches which have characterized these themes, critically assess the quality of current theory and knowledge, and set out agendas for future theoretical and empirical development.
Conclusion: Doing More in Strategy Research
Conclusion: Doing More in Strategy Research
There is a wonderful impatience in the chapters of this Handbook. There is impatience with the boundaries of orthodox strategy research. Grant (Chapter 4) wants more than routine volumes of inconsistent and inconsequential empirical testing. Chakravarthy and White (Chapter 9) see too much ‘business as usual’. At the same time, there is impatience to get on and do new kinds of strategy research. Both Garud and Van de Ven (Chapter 10) and Venkatraman and Subramaniam (Chapter 20) use the same phrase: strategy is at a ‘crossroads’. Sure, one path pushes straight ahead, but there are also new turnings available, going beyond the beaten tracks. In this impatience we have a store of energy and ...
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