Mike Wright

Michael A. Hitt

Leonard Bierman

Christina E. Shalley

Susan E. Jackson

Salvador Carmona

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.

The Oxford Handbook of Strategy Implementation

Randall S. Schuler

Yadong Luo

Across the world, companies are forming some of the most complex and exciting collaborations in the business world: cross-border alliances (CBAs). Yet while this offers multinational companies a way into the global marketplace, there is no guarantee of success. This book looks at the business and human resource issues arising in these complex collaborations, putting forward the case that the handling of these issues can determine the CBA's success. The book takes readers through the two main kinds of CBA - International Joint Ventures (IJV), and International Mergers and Acquisitions (IMA) - explaining how each type works and which human resource issues will arise. As well as analyzing these issues and explaining the relevant management, economics and sociological theories, this impressive text uses short end-of-chapter case studies and in depth end-of-text case studies to provide numerous practical examples. The first major textbook that seriously studies human resource issues in a CBA context, this book offers both students of human resource / international business and practicing human resource professionals alike the frameworks for truly understanding the complexities of the area.

Managing Human Resources in Cross-border Alliances

University Distinguished Professor Emeritus Distinguished Research Fellow Michael A Hitt

Professor of Accounting and Management Control Salvador Carmona

Thomas R Williams-Wells Fargo Professor of Organizational Behavior Christina E Shalley

Professor of Entrepreneurship and Director of the Center for Management Buyout Research Mike Wright

Good strategies can fail because they are poorly implemented. Behind this straightforward statement is a complex reality. This innovative volume explores various aspects of strategy implementation, a process that is as challenging as it is important. For strategies to be implemented effectively, firms must have the right resources and capabilities available. Available resources must be integrated in ways that create the capabilities needed and then those capabilities must be leveraged to effectively implement the strategy in order to create and sustain a competitive advantage. This handbook focuses on how strategy implementation is influenced by resources and governance, human capital and management of it, and accounting-based control systems. It examines how the dynamic, competitive, and international environment increases the importance of knowledge and its acquisition, effective governance as a signal of proper incentives, the interaction of legality and legitimacy, and the connections between compliance and enforcement. Because people implement the strategies through the completion of their job tasks and achievement of their job-related goals, the second section explores how changes in workforce demographics have influenced and may influence strategy. Major factors include the greater proportion of older workers and the increasing role women play in leadership. Acquiring, developing, and having a motivated work force is critical to implementation, whether and how best practices spread is explored, as is the effectiveness of setting goals. Controlling managerial behavior plays a critical role in the implementation of strategies, and is the focus of the third section on accounting-based control systems. These can be helpful both in identifying inappropriate behaviors and in promoting positive managerial actions to achieve desired financial outcomes. They can also encourage experimentation and creativity. The effectiveness of accounting and accountability systems is influenced by four dimensions, including the intended users, standards of compliance, enforcement criteria, and the assurance process.

Oxford Handbook of Strategy Implementation

Susan E. Jackson

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