Changing Ideas in Strategy. This item is unavailable.Changing Ideas in Strategy

Tracking recent milestones in the ideas that constitute organizational strategy helps to archive strategic thinking and gets us closer to strategic choice. It is also understood that strategic thinking and social reality interact mutually, and this interaction is central to the emergence of new ideas. These recent ideas of strategy which survive through use, can be viewed as milestones. Four broad milestones have been identified through papers and cases: emergent missions, emergent forms, emergent resources, and geographic locus.

Table of Contents

• SECTION 1 Changing Ideas in Strategy: A Prologue
• SECTION 2 Emergent Missions: Towards Holistic Performance Scorecard: A New Strategic Initiative
• Northern India Call Centre Ltd.
• IWM Project by IOCW: A Case Study on Failure of a Successful Project
• SECTION 3 Organizational Forms: Strategic Issues in SME's
• Is Small Beautiful (I)
• Supply Chain(SC) Departments of Defenders, Prospectors and Analyzers: A Literature Review and Few Propositions
• Smuggling Problems Brought on Track
• SECTION 4 Emergent Resources: The Drivers of Change in Indian Autocomponent Industry: A Study of Innovation Attributes
• A Dependency based View of Organizational Social Capital (OSC)
• SECTION 5 Geographic Locus and Other Issues: Critical Success Factors to Collaborate in Cross Border Alliances: Experiences of Indian Manufacturing Enterprises
• Advertising and Firm Value: Mapping the Relationship between Advertising, Profitability and Business Strategy in India
• Designing Shopping Mall Servicescapes: A Problem Structuring Methods (PSMs) Approach
• Inorganic Growth Strategies: An Empirical Analysis of Who Benefits from them
• SECTION 6 Epilogue.

Editor: Arun P. Sinha: Professor of Strategy and International Business Indian Institute of Technology Kanpur, Kanpur