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New Strategic Management

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New Strategic Management

Organization, Competition, and Competence



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The New Strategic Management: Organization, Competition, and Competence by R. Sanchez
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Presents the competence perspective of strategic management theory. It offers an integrative yet conceptually coherent approach to strategy management founded on the four cornerstones of a dynamic, systemic, cognitive, and holistic view of organizations and their environments. Using the tenets of competence perspective the book defines a conceptual foundation for strategic management.

Table of Contents

PART I. ORGANIZATION AND STRATEGIC MANAGEMENT.Chapter 1. Organizations, Strategic Management, and Organizational Competence.PART II. PERSPECTIVES ON ECONOMIC ORGANIZATION AND STRATEGIC MANAGEMENT.Chapter 2. Economic Organization: Theories of Markets, Firms, and Their Interactions.Chapter 3. Strategic Management: Improving Organizational Capabilities for Value Creation and Distribution.PART III. THE COMPETENCE-BASED APPROACH TO STRATEGIC MANAGEMENT.Chapter 4. Designing and Managing Organizations as Open Systems for Value Creation.Chapter 5. The Strategic Logic of an Organization.PART IV. BUSINESS UNIT STRATEGY.Chapter 6. The Business Concept: Who Will be Served, with What, and How?Chapter 7. The Organization Concept: Resources, Organization Design, and Controls and Incentives.Chapter 8. Core Processes: Putting the Business Concept and Organization Concept into Action.Chapter 9. Business Unit Strategy as a "Situational Puzzle": Aligning Strategic Logic with Macroenvironment, Industry, and Product Market Evolution.Chapter 10. Managing Managerial Cognition: The Unique Intellectual Challenge of Strategic Management.PART V. CORPORATE STRATEGY FOR MULTIPLE BUSINESS UNITS.Chapter 11. Corporate Strategy: The Search for Synergy Among Multiple Business Units.Chapter 12. Patterns and Limits in the Search for Synergy: The Logic of Growth Through Diversification.PART VI. GLOBAL STRATEGY.Chapter 13. The Search for Synergy in an International Context.PART VII. STRATEGIC LEADERSHIP AND STEWARDSHIP.Chapter 14. Managing Change, Risk, and Ethics.Cases.Index.

Author Biography

Ron Sanchez is professor of Strategy and Technology Management at IMD-International Institute for Management Development, Lausanne, Switzerland. He was previously on the faculties of University of Illinois (Champaign-Urbana), University of Western Australia, and Copenhagen Business School, where he will again be Visiting Professor of Management in 2003-2004. He has also taught in many countries of the world, including Argentina, China, India, Finland, Germany, Morocco, Sweden, and the United Kingdom. Professor Sanchez has degrees from MIT (Massachusetts Institute of Technology) in psychology, comparative literature, architecture, and engineering, as well as a Ph.D. in Technology Strategy. He also received an MBA (with Honors) from Saint Mary's College of California. Before becoming a management professor, he worked as a design engineer, as a technical and market development representative for a major trade association, and as founder and manager of a firm specializing in organizing joint product development projects between American and Japanese companies. Prof. Dr. Aime Heene holds a Ph.D. in eduational sciences and an MBA from Ghent University (Belgium). He is an associate professor at Ghent University and at Antwerp University Management School. At Ghent University he is the head of the Department of Management and Organization. Prof. Heene teaches strategic management for private and for public organizations and currently focuses his research on competence-based management in social profit organizations. He has been the vice-president of the Dutch-Flemish Academy for Management, a founding member and secretary of the Flemish Strategy Society, and a member of the advisory board of the European Foundation for Business Qualification.
Release date NZ
July 25th, 2003
Country of Publication
United States
John Wiley & Sons Inc
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