This major reference work is distinct from many other handbooks. It provides original contributions from top strategic management scholars rather than pure research reviews or collections of previously published articles. In the original chapters provided by these outstanding strategic management scholars, major ideas and theories relating to their particular areas of expertise are presented. The contributors examine the background on their topic through their own lenses, whilst also introducing new ideas that will influence the future of research in the field.

The "Handbook" is structured into five sections looking at the strategic management process, the theoretical foundations of the field, various types of strategy, human factors, and teaching methods. As a whole, the volume will serve as a critical reference tool for students, scholars and professional managers.

Many books and articles have been written about how firms can achieve and sustain high performance. They typically focus on a particular aspect of the firm such as its culture, resources, leadership, ability to learn, human resources practices, or communications systems. Often the very firms that are used as examples of high performance are no longer high performing even a few years later. In contrast, this book asserts that it is the efficiency and effectiveness of a firm's entire value creating system that determines its performance over the long term. Systems theory is used as an integrative mechanism to combine the best ideas from industrial organization economics, the resource-based perspective, and stakeholder theory. Based on this theoretical foundation, tools are provided for conducting in-depth, detailed analyses of each part of a firm's value creation system and its effectiveness in contributing to the total stakeholder value created by the firm. Systems assessment based on this information then leads to the development of strategies, including specific initiatives for overcoming weaknesses in the system and for creating new value for stakeholders. The book also provides guidance for developing detailed plans and a strategic control system to make sure strategies and initiatives are implemented. An underlying theme is that the purpose of a firm is to create value for its stakeholders: customers, employees, shareholders, suppliers, and the communities in which the firm operates. This book provides a concise, yet complete guide for strategic management.

Perhaps no industry today faces greater challenges than healthcare, and industry professionals are seeking novel solutions to the problems they encounter every day. Unfortunately, much of the conventional wisdom in business is based on theories developed in manufacturing organizations; however, running a healthcare organization like a factory can lead to dissatisfaction of some of the firm's most important stakeholders, including patients, managers, and employees, and it may even lead to inefficiency! Stakeholder theory offers an alternative approach that directly addresses these and other problems in healthcare organizations. It is based on developing trusting and productive relationships with stakeholders that lead to high levels of value creation, as indicated by stakeholder satisfaction, innovation, efficiency, and growth. This practical book includes state-of-the art thinking on stakeholder theory and strategic management to encourage a broader and more enlightened view of management. It outlines a process that is applicable to all levels of a healthcare organization, including evaluation of trends in the external environment that need to be addressed, analysis of internal resources, generation and selection of innovative solutions to the problems a firm is facing, and development of an action plan and control system to ensure that solutions are implemented and successfully address the most pressing issues.

In 1984, R. Edward Freeman published his landmark book, Strategic Management: A Stakeholder Approach, a work that set the agenda for what we now call stakeholder theory. In the intervening years, the literature on stakeholder theory has become vast and diverse. This book examines this body of research and assesses its relevance for our understanding of modern business. Beginning with a discussion of the origins and development of stakeholder theory, it shows how this corpus of theory has influenced a variety of different fields, including strategic management, finance, accounting, management, marketing, law, health care, public policy, and environment. It also features in-depth discussions of two important areas that stakeholder theory has helped to shape and define: business ethics and corporate social responsibility. The book concludes by arguing that we should re-frame capitalism in the terms of stakeholder theory so that we come to see business as creating value for stakeholders.

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.

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.

In 1984, R. Edward Freeman published his landmark book, Strategic Management: A Stakeholder Approach, a work that set the agenda for what we now call stakeholder theory. In the intervening years, the literature on stakeholder theory has become vast and diverse. This book examines this body of research and assesses its relevance for our understanding of modern business. Beginning with a discussion of the origins and development of stakeholder theory, it shows how this corpus of theory has influenced a variety of different fields, including strategic management, finance, accounting, management, marketing, law, health care, public policy, and environment. It also features in-depth discussions of two important areas that stakeholder theory has helped to shape and define: business ethics and corporate social responsibility. The book concludes by arguing that we should re-frame capitalism in the terms of stakeholder theory so that we come to see business as creating value for stakeholders.

This book is a complete guide to planning and executing successful mergers and acquisitions.