"Лидерство без границ" - книга, в которой изложены новейшие концепции в области менеджмента, стратегического управления, маркетинга и намечены контуры перемен и новаций, ведущих к успеху в новом мире без границ. По мнению авторов - ведущих бизнес-стратегов компании Accenture и признанных специалистов в области менеджмента из фонда Дракера, современные лидеры должны вырваться из узких границ своих офисов и научиться эффективно использовать информационные технологии, создавать альянсы, партнерства и сетевые организации.
В книге затронуты проблемы лидерства и управления не только в контексте бизнеса, но также исследованы вопросы оптимизации деятельности некоммерческих организаций и государственных структур. Таким образом, книга заинтересует самый широкий круг руководителей, а также преподавателей и учащихся экономических вузов.
М.: Альпина Паблишер, 2001. - 315 с.

Considerable attention has been directed towards corporate governance issues in recent years. There are however various limitations in the international mainstream research on boards of directors. Few studies address research questions beyond investigating the relationship between board composition and company performance. Most research is moreover based on empirical evidence from large publicly held US corporations. This paper summarises the accumulated knowledge from 100 student reports on boards of directors in Scandinavia. The contributions of the reports show the need to explore the influence of various contingencies, and also to take various stakeholder perspectives into account when researching corporate governance and boards of directors. The reports also show the need to go beyond counting only numbers of directors to gain insight into board working structures and relationships between directors and managers. Several advantages compared to the US mainstream research tradition can in this connection be found in Scandinavian research about boards of directors.

Due to the dramatic shifts in the knowledge economy, this book provides a significant departure from traditional strategic management concepts and practice. Designed for both advanced students and business managers, it presents a unique combination of new strategic management theory, carefully selected strategic management articles by prominent scholars such as Gary Hamel, Michael Porter, Peter Senge, and real-world case studies.
On top of this, the authors link powerful new benchmarks in strategic management thinking, including the concepts of Socio-Cultural Network Dynamics, Systemic Scorecards, and Customer Knowledge Management with practical business challenges and solutions of blue-chip companies with a superior performance

Книга "Стратегический процесс" представляет собой замечательную работу, в которой соединено все богатство теории стратегического менеджмента с практикой эффективного внедрения бизнес-политики. Авторам удалось не только систематически и всесторонне представить весь процесс стратегического планирования - от создания концепции до воплощения стратегии в жизнь, но и предложить собственную идеологию ведения бизнеса, превращающую рутинную процедуру в высокое искусство. Удачное сочетание теории и практики делает эту книгу и прекрасным учебным пособием для студентов, аспирантов, преподавателей экономических вузов, и незаменимым руководством для менеджеров любого уровня, а также для тех, кто хочет понять все тонкости разработки и реализации успешных стратегий.

This study addresses two main questions: First, what types of alliances do firms tend to create when combining different kinds of resources? Second, what governance mechanisms do firms set up to coordinate and protect resources when they use them for different alliances? The authors examine 227 alliances between competitors in Asia, North America, and Europe. We first identify two types of alliances: scale alliances in which the partner firms contribute similar resources, and link alliances in which the partners contribute complementary resources. As a resoult it was founded that firms contributing R&D and production resources tend to form scale alliances, while firms contributing marketing resources tend to enter into link alliances. The authors also conclude that firms are more likely to choose stronger protection mechanisms for link alliances, which create greater appropriation risks, while they tend to seek higher levels of coordination in scale alliances.

This paper proposes the assessment of sustained superior performance by means of two measures called Static Performance and Dynamic Performance. The first evaluates the attained superior performance, and the second gauges its sustainability over time. This proposal builds primarily on the fact that, under the strategic management perspective, a firm's prevalent objective is the pursuit of sustained superior performance. Three basic conceptual dimensions stem from this objective: relativity, sign dependence, and dynamism. They serve as the foundation to the two performance measures presented. In contrast to the measures and methods in extant literature, our proposal provides: (i) a dynamic approach by considering the progress or regress in performance over time; and (ii) a cardinal measurement of performance differences and its changes over time. The paper also develops an axiomatic framework that any measure of strategic performance should comply to be theoretically and managerially sound. Finally, an empirical application to the Spanish banking sector during 1987-1999 is used to illustrate the measures.