The Oxford Handbook of Strategy Implementation

ISBN : 9780190650230

Michael A. Hitt; Leonard Bierman; Christina E. Shalley; Mike Wright
552 Pages
171 x 248 mm
Pub date
Apr 2017
Oxford Handbooks
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Good strategies can fail because they are poorly implemented. Behind this straightforward statement is a complex reality. This innovative volume explores various aspects of strategy implementation, a process that is as challenging as it is important. For strategies to be implemented effectively, firms must have the right resources and capabilities available. Available resources must be integrated in ways that create the capabilities needed and then those capabilities must be leveraged to effectively implement the strategy in order to create and sustain a competitive advantage. This handbook focuses on how strategy implementation is influenced by resources and governance, human capital and management of it, and accounting-based control systems. It examines how the dynamic, competitive, and international environment increases the importance of knowledge and its acquisition, effective governance as a signal of proper incentives, the interaction of legality and legitimacy, and the connections between compliance and enforcement. Because people implement the strategies through the completion of their job tasks and achievement of their job-related goals, the second section explores how changes in workforce demographics have influenced and may influence strategy. Major factors include the greater proportion of older workers and the increasing role women play in leadership. Acquiring, developing, and having a motivated work force is critical to implementation, whether and how best practices spread is explored, as is the effectiveness of setting goals. Controlling managerial behavior plays a critical role in the implementation of strategies, and is the focus of the third section on accounting-based control systems. These can be helpful both in identifying inappropriate behaviors and in promoting positive managerial actions to achieve desired financial outcomes. They can also encourage experimentation and creativity. The effectiveness of accounting and accountability systems is influenced by four dimensions, including the intended users, standards of compliance, enforcement criteria, and the assurance process.


Chapter 1: The Imperative for Strategy Implementation
Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright


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


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


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

About the author: 

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.

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