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  [Introduction to] Cooperative Strategy: Managing Alliances and Networks, Third Edition

  John Child, David Faulkner, Stephen Tallman, and Linda Hsieh

  Cooperation has become the leading strategy adopted by business and other organizations. It is taking on new forms that are adapted to changing market expectations and technological possibilities in the rapidly evolving business environment. This new edition of Cooperative Strategy provides a comprehensive view of the practical and theoretical literature concerning cooperative strategies, and the alliance and network organizational forms that are the enablers of these strategies. It takes the reader through the stages of developing a cooperative alliance, from choosing a cooperative form and selecting partners, to establishing an alliance and managing the process of cooperation. It examines cooperative strategies in different sectors as well as internationally, and discusses performance criteria and evolution of cooperation over time.With insights from internationally recognized experts on cooperative strategy, this book presents extensive research on the topic while also addressing practical issues of alliance management. Echoing the words of the famous social psychologist Kurt Lewin that "there is nothing so practical as a good theory", the authors provide a sound understanding of the theory and research on cooperative strategy so as to inform its practice. In this respect, this new edition follows its predecessor as an essential resource for both students and managers alike.

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  [Introduction to] The Cambridge Handbook of Stakeholder Theory

  Jeffrey S. Harrison, Jay B. Barney, R. Edward Freeman, and Robert A. Phillips

  In the decades since R. Edward Freeman first introduced stakeholder theory, which views firms in terms of their relationships to a broad set of partners, the stakeholder approach has drawn increasing attention as a model for ethical business. Edited by Freeman, alongside other leading scholars in stakeholder theory and strategic management, this handbook provides a comprehensive foundation for study in the field, with eighteen chapters covering some of the most important topics in stakeholder theory written by respected and highly cited experts. The chapters contain an overview of the topic, an examination of the most important research on the topic to date, an evaluation of that research, and suggestions for future directions. Given the pace of new scholarship in the field, this handbook will provide an essential reference on both foundational topics as well as new applications of stakeholder theory to entrepreneurship, sustainable business, corporate responsibility, and beyond.

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  [Chapter 1 from] Stakeholder Theory: Concepts and Strategies

  R. Edward Freeman, Jeffrey S. Harrison, and Stelios Zyglidopoulos

  The stakeholder perspective is an alternative way of understanding how companies and people create value and trade with each other. Freeman, Harrison and Zyglidopoulos discuss the foundation concepts and implementation of stakeholder management as well as the advantages this approach provides to firms and their managers. They present a number of tools that managers can use to implement stakeholder thinking, better understand stakeholders and create value with and for them. The Element concludes by discussing how managers can create stakeholder oriented control systems and by examining some of the important stakeholder-related issues that are worthy of future scholarly and managerial attention.

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  [Introduction to] Service Parts Management: Demand Forecasting and Inventory Control

  Nezih Altay and Lewis A. Litteral

  Service Parts Management provides the reader with an overview and a detailed treatment of the current state of the research available on the forecasting and inventory management of items with intermittent demand. It is a comprehensive review of service parts management and provides a starting point for researchers, postgraduate students, and anyone interested in forecasting or managing inventory.

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  [Introduction to] Stakeholder Theory: Impact and Prospects

  Robert A. Phillips

  Honoring the twenty-fifth anniversary of R. Edward Freeman’s Strategic Management: A Stakeholder Approach, one of the most influential books in the history of business strategy and ethics, this work assembles a collection of contributions from some of the most renowned and widely-cited scholars working in the area of stakeholder scholarship today.

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  [Introduction to] Stakeholders

  Robert A. Phillips and R. Edward Freeman

  This landmark book takes a retrospective look at the most important and influential works in the study of stakeholders since Freeman’s 1984 publication, Strategic Management: A Stakeholder Approach. 2009 marked the 25th anniversary of this watershed in organizational scholarship, so now is an excellent time for Phillips and Freeman to revisit this topical and exciting subject.

  From the tremendous upsurge in the literature, the editors have carefully selected ground-breaking works on topics including corporate governance, stakeholder-agency theory, management models, ethical theory and stakeholder orientation. This invaluable volume will shape the thinking of scholars and academics for the next 25 years.

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  [Introduction to] Global Strategy: Global Dimensions of Strategy

  Stephen Tallman

  This comprehensive volume from Wiley's Global Dimensions of Business series explores the topic of international strategic management at an MBA or Executive Education level. Authored by an accomplished teacher who possesses a strong understanding of the market, this text offers clear frameworks coupled with lively, international case studies.

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  [Introduction to] A New Generation in International Strategy

  Stephen Tallman

  This book comprises eighteen cutting edge chapters by emerging scholars in international strategy, offering a variety of fresh perspectives on critical issues that the field will face in the near future. These young scholars have unique and innovative thoughts about international strategy, which are well ahead of the mainstream of international business academics.

  Various topics are addressed, including the rise of outsourcing and the global spread of research and development activities; structural innovations by multinational firms, with particular attention to organizing for the efficient transfer of knowledge resources within networks of alliances; and new ways of considering the effects of location, focusing on the relative importance of regional clusters and countries and the impact of geographical and cultural distance on international strategies.

  Stephen Tallman has geared the book to an academic audience, specifically faculty and graduate students in international business, international management, and global strategy. Sophisticated international business practitioners will also find it an interesting read.

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  [Introduction to] Cooperative Strategy: Managing Alliances, Networks, and Joint Ventures

  Stephen Tallman

  Strategic alliances are increasingly common, as many organizations look towards various partnering arrangements. This second edition of Cooperative Strategy extends the first edition's clear and comprehensive survey of strategic alliances. Presenting different disciplinary perspectives (economics, strategy, organization theory) and numerous examples from the corporate world. The text has been thoroughly revised and updated, taking account of new theoretical models, and its coverage of case studies has been extended. It will be ideal for business students and managers alike wishing to understand the challenges of managing alliances.

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  [Introduction to] Transnational Marriages in the Steel Industry: Experience and Lessons for Global Business

  Kim Sae-Young, Garth L. Mangum, and Stephen Tallman

  Drawing upon case studies of firms in the steel industry, the authors show that companies competing internationally can pool their strengths to offset their individual weaknesses, enabling them to build economically successful entities more easily than if each company tried to go it alone in competition with rivals. In doing so they show how the world steel industry emerged into a group of international joint ventures and how in each of these transnational marriages the whole became greater than the sum of its parts. Among the authors' main points are: cultural conflicts are minimized by economic success but magnified by failure; expertise and commitment can overcome national differences, and even failing international joint ventures can be rehabilitated. Important reading for professionals in all areas of international business and for their colleagues in the academic community.

  Included in each case study is a history of the firms and the emerging joint venture. Authors described the condition of facilities, the rehabilitation and construction of new facilities, the financial relationships between firms and the sources of funding, and their corporate structures. Cultural differences between firms and their impact on the success of the relationship are examined closely, with particular emphasis on personnel selection, training supervision, labor relations, retention and promotion policies and policies on tenure and layoff. Authors look at labor productivity and the use of participative management and other team approaches, relating them to such measurable variables as product quality, corporate profitability, and indeed the ultimate survival of each newly created firm. From there the authors show how the experiences of the steel industry and the lessons learned from its transnational alliances can be applied to other industries and to their own joint ventures.