The field of strategic management has developed significantly since its birth from "business policy" and "business planning" in the 1960s. Pioneering studies were essentially normative, prescriptive, and often based on in-depth case studies. The evolution of strategic management into a respected field of academic study resulted from the adoption of research methods previously employed in economics. Today, research in strategic management is likely to employ a mixture of methods borrowed from related and unrelated disciplines, such as politcal sciences, psychology, neuroscience, and behavioral economics, which can be confusing to researchers new to the field. This book provides the reader with a broad introduction to the array of qualitative and quantitative research methods required to investigate strategic management. Throughout the book, strong emphasis is placed on practical applications that transcend the mere analysis of the theoretical roots of single research methods. The underlying result is a book that encourages and aids readers to "learn by doing" - in applying the implications of each chapter to their own research. This text is vital reading for postgraduate students and researchers focused on business strategy.

This book disentangles the foundations of coopetition (i.e., concurrent competition and cooperation) by exploring in-depth the intellectual legacy of Eastern and Western perspectives. In particular, it detects the foundations of coopetition in three Chinese streams of thought; Confucianism, Taoism, and Legalism, and in five Western schools of thought; David Hume, Adam Smith, Immanuel Kant, Georg Wilhelm Frederich Hegel and Søren Kierkegaard. In such a way, it unveils four logics used to tackle the essence of coopetition, respectively either/or, both/and, both/or, and either/and. The key objectives of the book are: firstly, to adopt a paradoxical lens to investigate the foundations of coopetition strategy. Secondly, to offer an interpretive framework that detects the different forms, tactics and patterns of coopetition. Thirdly, to discuss the implications of the framework proposed for other paradoxical strategies and to distil a bouquet of managerial implications. In such a way, the volume combines existing foundational perspectives with a contemporary interpretation of the coopetition phenomenon, thereby offering a valuable understanding of the current business and management world. The guiding principles of the book enable readers to extricate the dichotomy between the phenomenon of coopetition and coopetitive strategy, appraise the rationale for distinguishing between deliberate (planned) coopetition strategy and emergent (unplanned, but conscious) coopetition strategy, and understand how to deal with coopetition tensions.

This book disentangles the foundations of coopetition (i.e., concurrent competition and cooperation) by exploring in-depth the intellectual legacy of Eastern and Western perspectives. In particular, it detects the foundations of coopetition in three Chinese streams of thought; Confucianism, Taoism, and Legalism, and in five Western schools of thought; David Hume, Adam Smith, Immanuel Kant, Georg Wilhelm Frederich Hegel and Soren Kierkegaard. In such a way, it unveils four logics used to tackle the essence of coopetition, respectively either/or, both/and, both/or, and either/and. The key objectives of the book are: firstly, to adopt a paradoxical lens to investigate the foundations of coopetition strategy. Secondly, to offer an interpretive framework that detects the different forms, tactics and patterns of coopetition. Thirdly, to discuss the implications of the framework proposed for other paradoxical strategies and to distil a bouquet of managerial implications. In such a way, the volume combines existing foundational perspectives with a contemporary interpretation of the coopetition phenomenon, thereby offering a valuable understanding of the current business and management world. The guiding principles of the book enable readers to extricate the dichotomy between the phenomenon of coopetition and coopetitive strategy, appraise the rationale for distinguishing between deliberate (planned) coopetition strategy and emergent (unplanned, but conscious) coopetition strategy, and understand how to deal with coopetition tensions.

The Handbook of Research on Competitive Strategy presents a comprehensive state-of-the-art picture of current strategic management issues and demarcates the major investigation strands that are likely to shape the field into the future. The Handbook is the outcome of a far-reaching endeavor including new contributions from highly-reputed experts around the world, outlining the conceptual and empirical advancements and assessing the promises and practical relevance of the competitive strategy field. Looking at key areas such as alliances and innovation, ownership and networks, coopetition and entrepreneurship, multinational and trust management, and firm's financial structures and business models, the book sets a research agenda for the future of competitive strategy research. Gathering various solid branches of investigation that revolve around specific theories and applications (such as the socio-cognitive perspective, the strategy-as-practice view, and the most recent developments in competitive dynamics and the resource-based perspective of the firm), this inspiring and thought-provoking Handbook will provide executives, entrepreneurs, students and scholars in management with many insights into the nature and process of competitive strategy emergence, configuration and development. Contributors: A. Arikan, A. Arino, J.B. Barney, J.A.C. Baum, A. Capasso, R. Casadesus-Masanell, B. Cassiman, S. Castaldo, A. Chintakananda, M.C. Cinici, G.M. D'Allura, G.B. Dagnino, E. Dalpiaz, V. Della Corte, M.C. Di Guardo, R.L.M. Dunbar, R. Faraci, S. Ferriani, I. Filatotchev, N.J. Foss, E. Garcia-Canal, F. Garraffo, A. Giuliani, H.R. Greve, J.R. Harrison, M.A. Hitt, E.T. La Rocca, M. La Rocca, G. Lee, C. Markides, O. Meglio, A. Minichilli, G. Padula, V. Pisano, K. Premazzi, R. Ragozzino, R.K. Reger, P. Regner, J.J. Reuer, J.E. Ricart, V.P. Rindova, G.D. Santangelo, M. Sciarelli, W. Shen, M. Sorrentino, C. Stadler, G. Walker

The Handbook of Research on Competitive Strategy presents a comprehensive state-of-the-art picture of current strategic management issues and demarcates the major investigation strands that are likely to shape the field into the future. The Handbook is the outcome of a far-reaching endeavor including new contributions from highly-reputed experts around the world, outlining the conceptual and empirical advancements and assessing the promises and practical relevance of the competitive strategy field. Looking at key areas such as alliances and innovation, ownership and networks, coopetition and entrepreneurship, multinational and trust management, and firm's financial structures and business models, the book sets a research agenda for the future of competitive strategy research. Gathering various solid branches of investigation that revolve around specific theories and applications (such as the socio-cognitive perspective, the strategy-as-practice view, and the most recent developments in competitive dynamics and the resource-based perspective of the firm), this inspiring and thought-provoking Handbook will provide executives, entrepreneurs, students and scholars in management with many insights into the nature and process of competitive strategy emergence, configuration and development. Contributors: A. Arikan, A. Arino, J.B. Barney, J.A.C. Baum, A. Capasso, R. Casadesus-Masanell, B. Cassiman, S. Castaldo, A. Chintakananda, M.C. Cinici, G.M. D'Allura, G.B. Dagnino, E. Dalpiaz, V. Della Corte, M.C. Di Guardo, R.L.M. Dunbar, R. Faraci, S. Ferriani, I. Filatotchev, N.J. Foss, E. Garcia-Canal, F. Garraffo, A. Giuliani, H.R. Greve, J.R. Harrison, M.A. Hitt, E.T. La Rocca, M. La Rocca, G. Lee, C. Markides, O. Meglio, A. Minichilli, G. Padula, V. Pisano, K. Premazzi, R. Ragozzino, R.K. Reger, P. Regner, J.J. Reuer, J.E. Ricart, V.P. Rindova, G.D. Santangelo, M. Sciarelli, W. Shen, M. Sorrentino, C. Stadler, G. Walker

As an original strategic management perspective, coopetition has hitherto been underexploited in analysing contemporary firm strategies and behaviours and, more generally, managerial practices and processes. This innovative book provides both theoretical insights and empirical evidence on coopetition.Coopetition shows great interpretive and normative potential and is likely to be an increasingly important tool. This book is one of the first key contributions in shaping and systematizing a novel coopetition agenda in the field of strategy. The book argues that coopetition is neither an extension of competition theory, nor an extension of cooperative theory. It is in fact a specific and distinctive research object, which calls for dedicated theoretical investigation to develop questions for theory, method, and managerial practice. This book provides both practitioners and academic scholars with a milestone that brings together an active community of researchers expressly mobilized around the creative in-depth scrutiny of coopetition. It will greatly appeal to researchers, scholars, and graduate students of management, business strategy competitive dynamics, and international business, as well as practitioners such as managers and consultants.

David B. Audrestch, Giovanni Battista Dagnino, Rosario Faraci, and Robert E. Hoskisson Moving from the received state of the art, this book presents and discusses a variety of attractive recent developments and achievements in entrepreneurship research. In more detail, it makes a systematic analysis of both theory and practice associated with the current evolving contours of "strategic entrepreneurship" intended as a new tradition in management and a field of study per se. This book intentionally enc- passes four distinct domains: the nurturing of governance mechanisms and arran- ments, the mobilization of capital, the activation of learning and innovation loops, and the role of open innovation in new entrepreneurial organizations. Research on entrepreneurship and entrepreneurial processes has met greatest success at the dawn of this new millennium, stretching its frontiers from a peri- eral subfield of management studies into one of the most relevant spheres of stra- gic management. Coined roughly a decade ago, the term "strategic entrepreneurship" joins together the insights of both entrepreneurship and strategic management and explores the overlap between the two (Hitt et al. 2001). The decision to follow this integrative line of enquiry rested on the conviction that a chasm exists at the intersection of entrepreneurship and strategic management.

The field of strategic management has developed significantly since its birth from "business policy" and "business planning" in the 1960s. Pioneering studies were essentially normative, prescriptive and often based on in-depth case studies. The evolution of strategic management into a respected field of academic study resulted from the adoption of research methods previously employed in economics. Today, research in strategic management is likely to employ a mixture of methods which can be confusing to researchers new to the field. This book provides the reader with a broad introduction to the array of qualitative and quantitative research methods required to investigate strategic management. Throughout the book, strong emphasis is placed on practical applications that transcend the mere analysis of the theoretical roots of single research methods. The underlying result is a book that encourages and aids readers to "learn by doing" - in applying the implications of each chapter to their own research. This text is vital reading for postgraduate students and researchers focused on business strategy.

David B. Audrestch, Giovanni Battista Dagnino, Rosario Faraci, and Robert E. Hoskisson Moving from the received state of the art, this book presents and discusses a variety of attractive recent developments and achievements in entrepreneurship research. In more detail, it makes a systematic analysis of both theory and practice associated with the current evolving contours of "strategic entrepreneurship" intended as a new tradition in management and a field of study per se. This book intentionally enc- passes four distinct domains: the nurturing of governance mechanisms and arran- ments, the mobilization of capital, the activation of learning and innovation loops, and the role of open innovation in new entrepreneurial organizations. Research on entrepreneurship and entrepreneurial processes has met greatest success at the dawn of this new millennium, stretching its frontiers from a peri- eral subfield of management studies into one of the most relevant spheres of stra- gic management. Coined roughly a decade ago, the term "strategic entrepreneurship" joins together the insights of both entrepreneurship and strategic management and explores the overlap between the two (Hitt et al. 2001). The decision to follow this integrative line of enquiry rested on the conviction that a chasm exists at the intersection of entrepreneurship and strategic management.