图书简介
Leading scholars examine the crucial role of implementation influencing how business and managerial strategies produce returns. They focus on 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.
Chapter 1: The Imperative for Strategy Implementation; Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright; PART 1: RESOURCES AND GOVERNANCE; Chapter 2: Sourcing External Knowledge: Clusters, Alliances, and Acquisitions; Stephen Tallman and Anupama Phene; Chapter 3: A Study of the Long-term Value of Capabilities-based Resources, Intangible Strategic Assets, and Firm Performance; Brian R. Chabowski and G. Tomas M. Hult; Chapter 4: IPOs and Corporate Governance; Igor Filatotchev, Mike Wright and Garry D. Bruton; Chapter 5: Epistemics at Work: The Theory of Mind in Principal-Agent Relations; Stefan Linder, Nicolai Foss and Diago Stea; Chapter 6: Social Construction of Boundaries in the Context of the Official and Unofficial Economies; Katalin Takacs-Haynes and R. Duane Ireland; Chapter 7: Antitrust Compliance; D. Daniel Sokol; PART 2: MANAGING HUMAN CAPITAL; Chapter 8: The Aging Workforce: Implications for Human Resource Management Research and Practice; Donald M. Truxillo, David M. Cadiz, and Jennifer R. Rineer; Chapter 9: Women at the Top: Will More Women in Senior Roles Impact Organizational Performance?; Carol T. Kulik and Isabel Metz; Chapter 10: Managing Human Capital: Meta-analysis of Links among Human Resource Management Practices and Systems, Human Capital and Performance; David J. Ketchen Jr., T. Russell Crook, Samuel Y. Todd, James G. Combs, and David J. Woehr; Chapter 11: Exploring the Relationship between Human Resource Management and Organizational Performance in the Healthcare Sector; Ian Kessler; Chapter 12: Evidence-Based Management at the Bottom of the Pyramid: Why Human Resources Standards and Research Must Connect More Closely; Wayne F. Cascio and John W. Boudreau; Chapter 13: Theory Development by Induction: Goal-Setting Theory, 1990 to 2013; Edwin A. Locke and Gary P. Latham; PART 3: ACCOUNTING-BASED CONTROL SYSTEMS; Chapter 14: Management Control Systems and Creativity; Antonio Davila and Angelo Ditillo; Chapter 15: Exploring the Challenges of Broadening Accounting Reports: Insights from Research; Brad Potter and Naomi Soderstrom; Chapter 16: Organizational Design and Control Choices; Christian Hofmann and Laurence van Lent; Chapter 17: Estimation of Discretionary Accruals and the Detection of Earnings Management; Paul Zarowin; Chapter 18: The Future of Strategy Implementation; Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley and Mike Wright
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