Strategic Integration

The Wiley Strategic Management Series aims to illustrate the best in global strategic management for academics, business practitioners and consultants. This book addresses some of the most significant issues currently facing business strategists, including restructuring and reorganization, global competition, strategic change, and organizational learning. These issues are, of course, currently relevant but as thoughts and approaches to management issues they are timeless in their nature and importance. Strategic Integration addresses another of the concerns and missions of the Strategic Management Society interdisciplinary approaches to strategic management. The book examines the historical roots, current issues and future challenges relating to the distinctiveness of strategic management set against a specialized functional area or a specific academic discipline. BOARDS AND GOVERNANCE.

Patterns of Corporate Board Behavior: A Typology (K. Jonnergard & C. Svensson).

Coporate Governance: The Ideological Imperative (B. Tricker).

COMPETITION AND CORE COMPETENCES.

Relocating Core Competencies: The Case of Banking and Financial Services (M. Alexis & P. Hirsch).

Sticking to the Knitting: Recipe for Industrial Decline (D. Connell).

ORGANIZATIONAL RESTRUCTURING.

The Horizontal Organization (F Ostroff & D. Smith).

Riding the Wild Tiger (R. Tearle).

Measuring Strategic Performance (M. Vitale, et al.).

TECHNOLOGY.

Longevity of Organizational Alliances (J. Patterson).

Integrating Technology Strategy and Marketing Strategy (R. Sanchez).

Index. About the Editors Howard Thomas is Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana-Champaign, and James F. Towey Professor of Strategic Management at UIUC. He became Dean in May 1992, after serving as Interim Dean since August 1991. Prior to this he was Foundation Professor of Management at the Australian Graduate School of Management, AGSM, Australia's National Business School in Sydney, New South Wales, and Director of the Doctoral Program at London Business School, England. He is internationally recognized as one of the leading experts in the field of strategic management theory. He serves on the editorial boards of various management journals and is Vice President of Publications for the Strategic Management Society and has published widely in the areas of corporate and competitive strategy. He has an international reputation as a consultant in strategy and serves on a number of boards. Donald E. O'Neal, MBA and PhD (Business Administration) University of Illinois, is an Assistant Professor of Management at Sangamon State University in Springfield, Illinois. After a successful business career, including management positions in engineering and sales and, latterly, as Vice President of Human Resources, he studied for a doctorate in strategic management at UIUC. His interests include research in corporate governance, and consulting in the areas of strategy and leadership. Strategic Integration Edited by Howard Thomas and Don O’Neal University of Illinois, USA What a company might do; could do; wants to do; should do. These are the four elements of strategy which illustrate the integrative nature of strategic management. It quickly becomes apparent that the key to successful strategy is effective integration — of resources, competences, markets, opportunities, organizational structure, culture, environment, innovation, technology, processes, decisions and actions. There are four crucial areas of debate and these are covered in depth. They are:- Boards and Governance — suggests that no element of strategy is better positioned to influence strategy and its integration than senior management. Competition and Core Competences — examines their interdependence and relationship with successful strategy. Organizational Restructuring — discusses organizational types, IT and strategy, managing in a dynamic environment and measurement of strategic performance. Technology — demonstrates relationship between technological change and strategy, structure, culture, and competition; and the relationship between quality and strategy, and integrating technology and marketing strategies. Strategic Integration is concerned with building and maintaining bridges between theory and practice. On the research side it generates and tests theories related to business and management; and on the practitioner side it shows how to learn, understand, and apply tested theories in practice. The Wiley Strategic Management Series aims to illustrate the ?best in global strategic management? for academics, business practitioners and consultants. This book addresses some of the most significant issues currently facing business strategists, including restructuring and reorganization, global competition, strategic change, and organizational learning. These issues are, of course, currently relevant but as thoughts and approaches to management issues they are timeless in their nature and importance. Strategic Integration addresses another of the concerns and missions of the Strategic Management Society ? interdisciplinary approaches to strategic management. The book examines the historical roots, current issues and future challenges relating to the distinctiveness of strategic management set against a specialized functional area or a specific academic discipline.