Terms such as the 'new competitive landscape', 'hypercompetition' and 'inherent instability and change' have been used over the past decade to describe the changing global competitive environment. A plethora of strategic and operational measures have been used to enable firms to gain sustainable competitive advantage, with varying degrees of success. Yet we remain in largely uncharted territory with strategic preparation for the future becoming a critical activity. Strategy and Performance provides academics, practitioners and students with a highly focused approach to competing in the global marketplace.

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CATHERINE N. AXINN College of Business, Ohio University, USA JAY B. BARNEY Fisher College of Business, The Ohio State University, USA FRANCISCO J. FORCADELL Universidad Rey Juan Carlos, Madrid, Spain AUDLEY GENUS University of Newcastle upon Tyne Business School, UK MALCOLM GOODMAN Durham University, UK CHARMINE HÄRTEL Monash University, Australia MICHAEL A. HITT W.P. Carey School of Business, Arizona State University, USA R. DUANE IRELAND Robins School of Business, University of Richmond, USA PAUL J. KNOTT University of Canterbury, Christchurch, New Zealand CRAIG R. LITTLER University of London, Royal Holloway, UK and Curtin University Business School, Perth, Australia MATTHEW NEALE Queensland University of Technology, Australia HANNAH NOKE University of Bradford School of Management, UK ZOE J. RADNOR Warwick Business School, UK ALEX RIALP-CRIADO Autonomous University of Barcelona, Spain JOSEP RIALP-CRIADO Autonomous University of Barcelona, Spain TUDOR RICKARDS Manchester Business School, UK ALAN M. RUGMAN Indiana University, Kelley School of Business, and Templeton College, Oxford MICHAEL D. SANTORO LeHigh University, Bethlehem, Pennsylvania, USA SHARON THACH Tennessee State University College of Business, USA HOWARD THOMAS Warwick University, UK TONY W. TONG Fisher College of Business, The Ohio State University, USA ALAIN VERBEKE University of Calgary, Canada ELISABETH WILSON-EVERED Monash University, Australia

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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