Many strategies fail not because they are improperly formulated but because they are poorly implemented. The Oxford Handbook of Strategy Implementation examines the crucial role of implementation in how business and managerial strategies produce returns. In this wide-ranging collection of essays, leading scholars address governance, resources, human capital, and accounting-based control systems, advancing our understanding of strategy implementation and identifying opportunities for future research on this important process.

Auteur

Michael A. Hitt received his Ph.D. from the University of Colorado. He is a University Distinguished Professor Emeritus, at Texas A&M University and a Distinguished Research Fellow at Texas Christian University. He is a Fellow of the Academy of Management and of the Strategic Management Society and former President of both organizations. His research focuses on international strategy, orchestration of resources to create value and strategic entrepreneurship. Susan E. Jackson, PhD, is Distinguished Professor of Human Resource Management at the School of Management and Labor Relations. Her primary areas of expertise for teaching and scholarship include managing for environmental sustainability, work team diversity, and strategic human resource management systems. She has published more than 150 scholarly articles and chapters on these and related topics, and is the author or editor of several books, including her most recent book (with D. Ones and S. Dilchert), Managing Human Resources in Environmentally Sustainable Organizations, which examines how HRM practices are being shaped by business strategies aimed at improving their environmental performance records in response to increasing pressures from employees, customers, and investors. Salvador Carmona is a professor of Accounting and Management Control at IE University, where he currently serves as Rector. Salvador is the President of the European Accounting Association(2015-2017) and a former editor of European Accounting Review. He has conducted empirical research on the implementation of management accounting systems in high-tech firms as well as on the organizational and social aspects of management control systems. Leonard Bierman is a Professor of Management, Mays Business School, Texas A&M University. He teaches courses on the topics of negotiation/conflict resolution, business and government, labour relations/labour law, and employment regulation. His current research emphasis is in the areas of business and government and corporate governance. He is particularly interested in topics where these subject areas overlap, e.g., political activities/contributions by CEO's and other top executives and government regulation of corporate annual meetings/proxy voting. Christina E. Shalley is Thomas R. Williams-Wells Fargo Professor of Organizational Behavior at the Scheller College of Business, Georgia Institute of Technology. Her Ph.D. in Business Administration is from the University of Illinois, Urbana-Champaign. Her current research examines effects of social and contextual factors for individual and team creativity. Mike Wright is Professor of Entrepreneurship and Director of the Center for Management Buyout Research at Imperial College Business School and visiting professor at the University of Ghent. He is a co-editor of Strategic Entrepreneurship Journal, Academy of Management Perspectives and Foundations and Trends in Entrepreneurship. He is Chair of the Society for the Advancement of Management Studies and a Fellow of the British Academy.

Contenu

Chapter 1: The Imperative for Strategy Implementation Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright PART 1: RESOURCES AND GOVERNANCE Chapter 2: Sourcing External Knowledge: Clusters, Alliances, and Acquisitions Stephen Tallman and Anupama Phene Chapter 3: A Study of the Long-term Value of Capabilities-based Resources, Intangible Strategic Assets, and Firm Performance Brian R. Chabowski and G. Tomas M. Hult Chapter 4: IPOs and Corporate Governance Igor Filatotchev, Mike Wright and Garry D. Bruton Chapter 5: Epistemics at Work: The Theory of Mind in Principal-Agent Relations Stefan Linder, Nicolai Foss and Diago Stea Chapter 6: Social Construction of Boundaries in the Context of the Official and Unofficial Economies Katalin Takacs-Haynes and R. Duane Ireland Chapter 7: Antitrust Compliance D. Daniel Sokol PART 2: MANAGING HUMAN CAPITAL Chapter 8: The Aging Workforce: Implications for Human Resource Management Research and Practice Donald M. Truxillo, David M. Cadiz, and Jennifer R. Rineer Chapter 9: Women at the Top: Will More Women in Senior Roles Impact Organizational Performance? Carol T. Kulik and Isabel Metz Chapter 10: Managing Human Capital: Meta-analysis of Links among Human Resource Management Practices and Systems, Human Capital and Performance David J. Ketchen Jr., T. Russell Crook, Samuel Y. Todd, James G. Combs, and David J. Woehr Chapter 11: Exploring the Relationship between Human Resource Management and Organizational Performance in the Healthcare Sector Ian Kessler Chapter 12: Evidence-Based Management at the Bottom of the Pyramid: Why Human Resources Standards and Research Must Connect More Closely Wayne F. Cascio and John W. Boudreau Chapter 13: Theory Development by Induction: Goal-Setting Theory, 1990 to 2013 Edwin A. Locke and Gary P. Latham PART 3: ACCOUNTING-BASED CONTROL SYSTEMS Chapter 14: Management Control Systems and Creativity Antonio Davila and Angelo Ditillo Chapter 15: Exploring the Challenges of Broadening Accounting Reports: Insights from Research Brad Potter and Naomi Soderstrom Chapter 16: Organizational Design and Control Choices Christian Hofmann and Laurence van Lent Chapter 17: Estimation of Discretionary Accruals and the Detection of Earnings Management Paul Zarowin Chapter 18: The Future of Strategy Implementation Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright