Creating Value through Skill-Based Strategy and Entrepreneurial Leadership (Technology, Innovation, Entrepreneurship and Competitive Strategy, 8)

Schulz, William C.; Hofer, C. W.; W. C. Schulz, Schulz

ISBN 10: 0080434444 / ISBN 13: 9780080434445

Published by Emerald Publishing Limited, 1999

About this Item

A copy that has been read, remains in good condition. All pages are intact, and the cover is intact. The spine and cover show signs of wear. Pages can include notes and highlighting and show signs of wear, and the copy can include "From the library of" labels or previous owner inscriptions. 100% GUARANTEE! Shipped with delivery confirmation, if you're not satisfied with purchase please return item! Ships via media mail.

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Bibliographic Details

• Title: Creating Value through Skill-Based Strategy and Entrepreneurial Leadership (Technology, Innovation, Entrepreneurship and Competitive Strategy, 8)
• Publisher: Emerald Publishing Limited
• Publication Date: 1999
• Language: English
• ISBN 10: 0080434444
• ISBN 13: 9780080434445
• Binding: Hardcover
• Condition: good

About this title

Synopsis

The fields of entrepreneurship and strategic management deal with the fundamental processes and forces that affect the start-up, prosperity, and survival of organizations. In both fields it is argued that a company's potential long-run performance is determined by the degree to which it can develop and maintain a 'fit' between its skills and resources and environmental demands. Through the use of rigorous, in-depth case studies, this book takes a comprehensive look at the process by which leaders, as entrepreneurs and strategists, attempt to build and craft the skill-bases of their firms to best create long-term value for their customers. Part one examines the foundations of resource-based approaches to management and strategic thinking, and presents a detailed process-typology of organizational resources that serves as a basis for understanding how resources can be leveraged into sustainable strategic advantage. Part two presents the case histories of four very different firms, including a high-tech chemicals research company, a custom cabinet manufacturer, a large corporate industrial engineering firm, and a craft-oriented surgical instrument maker. Each case provides a unique setting from which insights into the value creation process are presented. Part three compares and contrasts the insights discussed in the case analysis, and integrates the findings into a 'practitioner-based' model of value creation. This model is then further integrated with current academic theory, and a more formal theory of the value creation process is presented. In part four, issues such as the 'skill life-cycle', the relationship between technology and human skill development, and leadership styles and processes are discussed. The implications of the research are presented with respect to the practice of entrepreneurship and strategic thinking, to future research and theory in those fields, and to policy choices for government and private leaders.

About the Author

Charles W. Hofer is Regents Professor of Strategy and Entrepreneurship at the University of Georgia's Terry College of Business.