Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the ‘best in global strategic management’ for academics, business practitioners and consultants. This book addresses the theme of core competence and the processes and issues involved in managing core competence. It is an interesting and effective integration of strategic perspectives that exemplify many of the most important issues facing strategic management, both now and in the future. The contributions present the premise that corporate strategy should place technology, skill and synergy ahead of cash flow and control. Contributors Maurizio Barbeschi Richard Klavens Ilse Bogaert Jeremy Klein William C. Bogner Rudy Martens Vittorio Chiesa Richard P. Rumelt Michael Crawford Bernard L. Simonin Francesco De Leo Howard Thomas Richard Hall Dennis Turner Gary Hamel André Van Cauwenbergh Aimé Heene Paul Verdin Duane A. Helleloid Peter Williamson Peter Hiscocks Beverly C. Winterscheid

Dieser Buchtitel ist Teil des Digitalisierungsprojekts Springer Book Archives mit Publikationen, die seit den Anfangen des Verlags von 1842 erschienen sind. Der Verlag stellt mit diesem Archiv Quellen fur die historische wie auch die disziplingeschichtliche Forschung zur Verfugung, die jeweils im historischen Kontext betrachtet werden mussen. Dieser Titel erschien in der Zeit vor 1945 und wird daher in seiner zeittypischen politisch-ideologischen Ausrichtung vom Verlag nicht beworben.

Moving towards the zenith of the technological age brings with it an ever-increasing amount of uncertainty, change and flux. Academic, business and consultative commentators around the world have for years been speculating on the divergent courses we may take through the information maze, and on the different possibilities we may attain when we get there. What is needed now is not another set of possibilities, but an entirely new way of looking, seeing and responding. The worldwide turbulence will require different perspectives on organizations, different styles of leadership, and perhaps most important, the strategic flexibility on which this volume focuses. This is summed up by Gary Hamel and C. K. Prahalad: "Developing a program of ideas — new ideas, new theory, new applications, new concepts — that are relevant to a manager facing the new millennium… To do that we need to escape old constraints, old thinking, old questions, and address everything that is new. We hope that … we can work together to help set the research agenda for the field of strategic management in the year 2000 and beyond. Let’s break out of old paradigms; let’s challenge received dogma; let’s have the courage to ask new questions; let’s rekindle our passion for relevance."