Synopsis
Many strategies fail not because they are improperly formulated but because they are poorly implemented.
The Oxford Handbook of Strategy Implementation examines the crucial role of implementation in how business and managerial strategies produce returns. In this wide-ranging collection of essays, leading scholars address governance, resources, human capital, and accounting-based control systems, advancing our understanding of strategy implementation and identifying opportunities for future research on this important process.
About the Author
Michael A. Hitt received his Ph.D. from the University of Colorado. He is a University Distinguished Professor Emeritus, at Texas A&M University and a Distinguished Research Fellow at Texas Christian University. He is a Fellow of the Academy of Management and of the Strategic Management Society and former President of both organizations. His research focuses on international strategy, orchestration of resources to create value and strategic entrepreneurship.
Susan E. Jackson, PhD, is Distinguished Professor of Human Resource Management at the School of Management and Labor Relations. Her primary areas of expertise for teaching and scholarship include managing for environmental sustainability, work team diversity, and strategic human resource management systems. She has published more than 150 scholarly articles and chapters on these and related topics, and is the author or editor of several books, including her most recent book (with D. Ones and S. Dilchert), Managing Human Resources in Environmentally Sustainable Organizations, which examines how HRM practices are being shaped by business strategies aimed at improving their environmental performance records in response to increasing pressures from employees, customers, and investors.
Salvador Carmona is a professor of Accounting and Management Control at IE University, where he currently serves as Rector. Salvador is the President of the European Accounting Association(2015-2017) and a former editor of European Accounting Review. He has conducted empirical research on the implementation of management accounting systems in high-tech firms as well as on the organizational and social aspects of management control systems.
Leonard Bierman is a Professor of Management, Mays Business School, Texas A&M University. He teaches courses on the topics of negotiation/conflict resolution, business and government, labour relations/labour law, and employment regulation. His current research emphasis is in the areas of business and government and corporate governance. He is particularly interested in topics where these subject areas overlap, e.g., political activities/contributions by CEO's and other top executives and government regulation of corporate annual meetings/proxy voting.
Christina E. Shalley is Thomas R. Williams-Wells Fargo Professor of Organizational Behavior at the Scheller College of Business, Georgia Institute of Technology. Her Ph.D. in Business Administration is from the University of Illinois, Urbana-Champaign. Her current research examines effects of social and contextual factors for individual and team creativity.
Mike Wright is Professor of Entrepreneurship and Director of the Center for Management Buyout Research at Imperial College Business School and visiting professor at the University of Ghent. He is a co-editor of Strategic Entrepreneurship Journal, Academy of Management Perspectives and Foundations and Trends in Entrepreneurship. He is Chair of the Society for the Advancement of Management Studies and a Fellow of the British Academy.
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