The Oxford Handbook of Strategy Volume One: Strategy Overview and Competitive Strategy Oxford Handbooks Series

The Oxford Handbook of Strategy is a two-volume set on the key subject areas and issues currently under discussion in the field of strategy. It unites a team of contributors who are all authorities on the topic of their chapter. The handbook will be of considerable value to researchers, graduate students, and teachers whose interest in the subject area has advanced beyond that of the traditional textbooks, and to managers and consultants who seek an authoritative, accessible, and up-to-date discussion of the fundamentals of strategy. Volume One focuses on two major areas: first, the various different approaches to strategy, and secondly, the development of competitive or business unit strategy, where the pursuit of sustainable competitive advantage is the key objective. The first section, 'Approaches to Strategy', covers the history of the field, economic and organizational approaches, as well as more recent technology and knowledge-based approaches. The second section, 'Strategic Analysis and Formulation', looks in more detail at different strategic methods, as well as broader issues of organizational learning and strategy in service organizations.

1.: D. O. Faulkner and A. Campbell: Introduction, Part. Part 1: Approaches to Strategy. 2.: J. Kay, P. McKiernan, and D. O. Faulkner: The History of Strategy, 3.: M. Slater: The Boundary of the Firm, 4.: D. Barron: Evolutionary Theory, 5.: R. Loveridge: Institutional Theory, 6.: D. Teece: Technology Strategy, 7.: P. Johnson: The Valuation of Strategies, 8.: R. Grant: The Knowledge-based Approach, Part. Part 2: Strategic Analysis and Formulation. 9.: R. Pitkethly: Analysing the Environment, 10.: J. McGee: Strategic Groups, 11.: R. G. Coyle: Scenario Planning, 12.: R. Sanchez: Analysing Internal and Competitor Resources, 13.: S. Tallman: Dynamic Capabilities, 14.: C. Bowman: Strategy Formulation, 15.: J. Child: Organizational Learning, 16.: S. Segal-Horn: Strategy in Service Organizations

David Faulkner is a Tutorial Fellow and Member of the Governing Body of Christ Church, Oxford, and Oxford University Lecturer in Strategic Management at the Said Business School where he is a former Director of the MBA programme. His specialist research area is International Cooperative Strategy and Acquisitions on which subject he has written, edited or co-authored a number of books. Andrew Campbell is a Director of Ashridge Strategic Management Centre and active as a consultant on strategic issues for major corporate clients. He is also a visiting professor at City University. He holds an MBA from the Harvard Business School where he was a Harkness Fellow and a Baker Scholar.