Bøger i Elements in Business Strategy serien

Blockchains have become increasingly important for organizing contemporary economic and social activities. This Element offers a deeper understanding of blockchains to both management scholars and practitioners, with an emphasis on blockchains' strategic implications for fundamental issues in organizing. It provides a critical examination of the core themes, theoretical lenses, and methodologies used in blockchain research in business and management scholarship. Furthermore, it offers an in-depth discussion of why and how blockchains offer a new way of organizing, providing profound implications for three major issues of strategic organization: contracting, trust, and organizational design. It also discusses several limitations of the technology in its current stage of development. Finally, this Element points to the implication of blockchains on both scholarly research and business practice.

'Microfoundations' has become prominent in the discourse of management scholars. But what is it and how does it matter? This Element provides a characterization of microfoundations based on classical work on the methodology of social science and documents and discusses its manifestations in management research over the last one and a half decades. It also covers the relation of microfoundations to multilevel research, criticisms of microfoundations, and empirical research strategies for microfoundations.

This Element discusses the concept and applications of strategy tools. These are frameworks, techniques, and methods that help individuals and organizations to create their strategies. The authors elaborate on the promise and perils of both commonly used and less well-known strategy tools to implement strategic management.

Strategy consulting is one of the most highly respected and at the same time deeply detested jobs on this planet. This Element provides an overview of this fascinating and emerging profession. Relying on existing research and the author's practical experience, it describes what strategy consulting is, its origins, how to practice it and its future.

This Element deals with the know-how and show-how to accomplish high velocity business operations, providing theories and methods for configuring, formulating and implementing them. Ever increasing mobility of technology enables these operations to take advantage of world-wide resources and expertise with mobile platforms and their data.

Strategic management is a system of continual disequilibrium, with firms in a continual struggle for competitive advantage and relative fitness. Models that are dynamic in nature are required if we are to really understand the complex notion of sustainable competitive advantage. New tools are required to tackle challenges of how firms should compete in environments characterized by both exogeneous shocks and intense endogenous competition. Agent-based modelling of firms' strategies offers an alternative analytical approach, where individual firm or component parts of a firm are modelled, each with their own strategy. Where traditional models can assume homogeneity of actors, agent-based models simulate each firm individually. This allows experimentation of strategic moves, which is particularly important where reactions to strategic moves are non-trivial. This Element introduces agent-based models and their use within management, reviews the influential NK suite of models, and offers an agenda for the development of agent-based models in strategic management.

Examines the overlap between 'Austrian' economics and management, especially in the fields of entrepreneurship, strategy, and organization studies, where Austrian ideas are thriving. As an introductory survey, the book will appeal equally to researchers, teachers, and students.

Firms engage in corporate social responsibility (CSR) for different reasons and exhibit different patterns of CSR activities. This Element scrutinizes contemporary approaches to CSR. It offers a fresh perspective for scholars, managers and decision-makers interested in the societal role of business firms beyond maximizing profitability.

Infuses established scenario planning routines with an exploration of cognitive reasoning. De-couples scenario thinking from scenario planning, elevating it as the essential ingredient in managerial foresight projects. New archival research discovers early contributions in the UK around the development and use of scenario thinking in public policy.