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date: 26 September 2020

(p. xix) Notes on Contributors

(p. xix) Notes on Contributors

David Barron is a Tutorial Fellow of Jesus College, Oxford, and University Lecturer in Business Organization at the Said Business School where he is a former Director of Research Degrees. He has a Ph.D. in sociology from Cornell University. His research interests include developing ecological models of the dynamics of organizations and industries. He has published in journals such as American Journal of Sociology, American Sociological Review, Organizational Studies and Industrial and Corporate Change, of which he is an Associate Editor, e-mail:

Cliff Bowman is Professor of Strategic Management at Cranfield School of Management. He has published several books and papers on competitive strategy and strategy processes. He teaches on Cranfield's MBA and executive development programmes, and has acted in a consulting role for many corporations.

Peter Buckley is Professor of International Business and Director of the Centre of International Business at the University of Leeds. He is Visiting Professor at the University of Reading and Honorary Professor of the University of International Business and Economics, Beijing. He has published nineteen books, many of which have been translated into other languages, and was elected a Fellow of the Academy of International Business in 1985 for ‘outstanding achievements in international business’. He is also a fellow of the British Academy of Management and the Royal Society of Arts, and was awarded an Honorary Professorship to the University of International Business and Economics in Beijing, China, e-mail:

Andrew Campbell is a Director of Ashridge Strategic Management Centre and active as a consultant on strategic issues for major corporate clients. He is also a visiting professor at City University. Previously he was a Fellow in the Centre for Business Strategy at the London Business School. Before that he was a consultant for six years with McKinsey & Co, working on strategy and organization problems in London and Los Angeles. He also spent three years as a loan officer with Investors in Industry. Andrew Campbell holds an MBA from the Harvard Business School where he was a Harkness Fellow and a Baker Scholar. His books include: Synergy (1998), Core Competency-Based Strategy (1997), Breakup! (1997), Corporate-Level (p. xx) Strategy (1994), Strategic Synergy (1992), A Sense of Mission (1990), Strategies and Styles (1987). e-mail:

John Child was educated in economics at the University of Cambridge, which awarded him an MA. Ph.D., and ScD. He now holds the Chair of Commerce at Birmingham Business School, University of Birmingham, and is also Visiting Professor at the School of Business, University of Hong Kong. He previously held professorships at the Universities of Aston and Cambridge, and directed the European Commission's management programme in China. His areas of research include international cooperative strategy and acquisitions, new organizational forms, and management in China. He is the author or co-author of 17 books and over 100 articles in learned journals. His recent books include Management in China during the Age of Reform, (1994), Strategies of Cooperation (1998), and The Management of International Acquisitions (2001). e-mail:

Geoff Coyle has been active in system dynamics for 32 years, his contributions to the field being recognised in 1998 by the first Lifetime Achievement Award of the System Dynamics Society. He established the first system dynamics group in the United Kingdom in 1972 at the University of Bradford where he directed the development of the first machine-independent system dynamics simulation language. Professor Coyle has written some 40 academic papers on system dynamics and two textbooks, Management System Dynamics (1977) and System Dynamics Modelling (1996). He is also the author of Equations for Systems (1980), which deals with advanced modelling, and System Dynamics Problems (1982), for student use. His academic career includes a Fellowship at Harvard and MIT and posts at the London Business School, Bradford Management Centre and the Royal Military College of Science/Cranfield University. He is now a freelance academic and consultant.

Yves Doz is Associate Dean for Executive Education and Timken Chaired Professor of Global Technology and Innovation at INSEAD. He has been on the faculty at HBS, and held visiting appointments at Stanford and Aoyama Gakuin University in Japan. He has a doctorate from Harvard University and is a graduate of the École des Hautes Études Commerciales. His research on strategy and organization of MNCs, examining high tech industries, has been published widely in such journals as the Strategic Management Journal and Harvard Business Review, in book chapters, and in books, e-mail: yves.doz@

David Faulkner is Professor of Strategy, Royal Holloway, University of London, and Visiting Research Professor, The Open University. His specialist research area is international Cooperative Strategy and Acquisitions on which subject he has written, edited, or co-authored a number of books including: Strategies of Cooperation: Managing Alliances, Networks, and Joint Ventures (1998); Co-operative Strategy: Economic, Business and Organizational Issues (2000); The Dynamics of International Strategy (1999); Strategic Alliances: Cooperating to Compete (1995); (p. xxi) and The Management of International Acquisitions (2001). He is an Oxford educated economist by background, who has spent much of his early career as a strategic management consultant with McKinsey & Co & Arthur D. Little, e-mail: david.

Robert Grant is Professor of Management at Georgetown University. He has also held positions at City University, California Polytechnic, University of British Columbia, London Business School, and University of St Andrews. He specializes in strategic management where his primary interests are in corporate strategy, organizational capability, knowledge management, and strategic planning systems. He is the author of the leading MBA strategy text Contemporary Strategy Analysis (4th edn, 2002). He was born in Bristol, England and studied at London School of Economics, e-mail:

Michael Goold is a director of the Ashridge Strategic Management Centre. His research interests are concerned with corporate strategy and the management of multi-business companies, and he runs the Centre's programme on Strategic Decisions. His publications include: Synergy: Why Links between Business Units Often Fail and How to Make Them Work (1998), Corporate-Level Strategy: Creating Value in the Multibusiness Company (1994), and Strategic Control: Milestones for Long-Term Performance (1990).

Peter Johnson is a Tutorial Fellow and Finance & Estates Bursar at Exeter College, Oxford, and was formerly Oxford University Lecturer in New Business Development, and a Deputy Director of the Saïd Business School. His main business research interests concern strategy and valuation, but other publications have been in the philosophy of science. He is a board member of a number of start-up companies including Opsys, a display company spun out of the University of Oxford, and the originator of the Venturefest technology fair. As one of the founding team, he helped to build The LEK Partnership into a major international strategy consulting practice before returning to Oxford to assist in the development of management education. He holds degrees at Oxford (MA, D.Phil.) and Stanford (MA, MBA).

John Kay is a fellow of St John's College, Oxford. As research director and director of the Institute for Fiscal Studies, he established it as one of Britain's most respected think tanks. Since then he has been a professor at the London Business School and the University of Oxford. He was the first director of Oxford University's Saïd Business School. In 1986 he founded London Economics, a consulting business, of which he was executive chairman until 1996. During this period it grew into Britain's largest independent economic consultancy with a turnover of £10 m and offices in London, Boston, and Melbourne. He has been a director of Halifax plc and remains a director of several investment companies. He is the first Professor of Management to become a Fellow of the British Academy. In 1999 he resigned his position at Oxford and sold his interest in London Economics. A frequent writer, (p. xxii) lecturer, and broadcaster, he contributes a fortnightly column to the Financial Times. His most recent books are Foundations of Corporate Success (1993) and The Business of Economics (1996).

Bruce Kogut is the Eli Lily Claired Professor of Innovation, Business, and Society at INSEAD. He works in the areas of international competition, strategy and real options, and globalization. Recent articles and projects include: Redesigning the Firm (1996), co-authored with E. Bowman, studies of small worlds in Germany (American Sociological Review, 2001), open source (Oxford Review of Economic Policy), and a forthcoming book on the Global Internet Economy e-mail:

Nalin Kulatilaka is Wing Tar Lee Family Professor of Management, School of Management, Boston University, and Research Director of Boston University Institute for Leading in a Dynamic Economy (BUILDE). He is the Research Director of the Global Mobility Innovations and Insights (GMII), a multi-university research programme to study the impact of the mobile Internet. His current research examines the strategic use of real options by integrating operating and financial aspects of a firm. He is the co-author of Real Options: Managing Strategic Investments in an Uncertain World (1999). For more details visit

Ray Loveridge is Director of the MSc (Management Research) and Research Fellow at the Saïd Business School, and a member of Brasenose College, Oxford. He is Emeritus Professor at Aston University, UK and a Council member of the Tavistock Institute, London, and of the Scientific Committee of the Bocconi Research Center on Business Organization, Milan. His current research is on the emergent global role of professional associations. His recent publications include: ‘The Social Reconstruction of Institutions’, Human Relations, 50/8 (1997); ‘Globalization in the Telecommunications Sector–The Dynamics of Firms, Governments and Technologies’, Competition and Change, Summer (1999); ‘The Firm as Differentiator and Integrator of Networks’ in D. Faulkner and M. de Rond (eds.), Co-operative Strategies (2000). His early career was in aero-engineering before gaining scholarships to Ruskin College and a first degree in economics at Churchill College, Cambridge. He subsequently taught and researched at the London School of Economics, London Business School and Aston Business School, e-mail:

Kathleen Sommers Luchs is a business researcher and writer. She has been a research associate at Ashridge Strategic Management Centre in London and at Harvard Business School. Her publications include Strategic Synergy (1992), coauthored with Andrew Campbell, and Managing the Multi-business Company (1996), co-authored with Michael Goold. She has an MBA from London Business School and a Ph.D. from Yale University.

John McGee is Professor of Strategic Management at Warwick Business School. He was founding Director of the Centre for Business Strategy at LBS and Dean at Templeton College, Oxford. He was a member of the HEFCE RAE Panel on Business and Management Studies in 1996 and in 2001. He is currently President of the US Strategic Management Society and is an Associate Editor of the Strategic Management Journal. His research interests include: the drivers of long-term change and competition in global industries; the dynamics of ‘new’ industries in the ‘new’ economy; strategy in newly transformed and de-regulated industries; the deconstruction of corporations and the emergence of new corporate forms; the implications of the information revolution for the structure and operation of corporate headquarters; the development of international strategic alliances; and the development of stakeholder theories and their impact on corporate strategy. He is strategy consultant to various organizations. He has an economics degree from Manchester and a Ph.D. from Stanford.

Peter McKiernan is the Professor of Management and Head of the School of Management at the University of St Andrews and Visiting Professor in Strategic Management at the University of Strathclyde. His specialist research interests are corporate turnaround, scenario thinking, and SMEs. He edited the double volume on the Historical Evolution of Strategic Management (1996) and his other books include: Sharpbenders: The Secrets of Unleashing Corporate Potential (1998), Inside Fortress Europe (1984), and Strategies of Growth (1992). He is a past winner of prizes from the British Academy of Management, IBM, the UK Pharmaceutical Industry, and Fife Enterprise for his research in strategic management. He acts as a strategy coach to several governments and major MNCs. He is currently the Vice-Chairman of the British Academy of Management and a Vice-President of the European Academy of Management.

Robert Pitkethly is a University Lecturer in Management at the saïd Business School and Official Fellow and Tutor at St Peter's College, Oxford. He has been a visiting fellow at the Institute of Intellectual Property and the National Institute of Science and Technology Policy in Tokyo and a research fellow of Cambridge University's Judge Institute of Management Studies where he carried out research into the acquisition of UK companies by foreign companies. He has an MA in Chemistry and D.Phil, in Management from Oxford University, an MBA from INSEAD, and an MSc in Japanese Studies from Stirling University. He has worked both as a Patent Attorney and as a Management Consultant with a wide range of industries and is a co-author of The Management of International Acquisitions (2000), also published by OUP. e-mail:

John Powell is Professor of Strategy at Southampton University. Before taking a Ph.D. at Cranfield University and subsequently starting his academic career, he held a number of board-level positions in the defence industry, and bases his research (in (p. xxiv) the modelling and management of major inter-company conflicts) on those experiences and his active consultancy. He holds HM the Queen's Gold Medal for academic excellence and the President's Medal for the OR Society of UK. e-mail:

C. K. Prahalad is the Paul and Ruth McCracken Distinguished University Professor, Ross School of Business, The University of Michigan, and Distinguished Fellow, William Davidson Institute, The University of Michigan. He studies the role and value added of top management in large, diversified, multinational corporations. He has been a visiting research fellow at Harvard, a professor at the Indian Institute of Management, and a visiting professor at the European Institute of Business Administration (INSEAD). Professor Prahalad, with Yves Doz, wrote The Multinational Mission: Balancing Local Demands and Global Vision (1987), and he is also the co-author of many articles that have appeared in the Harvard Business Review, including ‘Do You Really Have a Global Strategy?’ (1985), ‘Collaborate with Your Competitors and Win’ (1989), ‘Strategic Intent’ (1989), ‘Core Competence of the Corporation’ (1990), ‘Corporate Imagination and Expeditionary Marketing’ (1991), and ‘Strategy as Stretch and Leverage’ (1993). ‘Strategic Intent’ and ‘Core Competence of the Corporation’ won McKinsey Prizes in 1989 and 1990, respectively. His paper ‘Dominant Logic’, co-authored with Richard Bettis, was chosen as the best article published in the Strategic Management Journal during the period 1980–1988. His book Competing for the Future (1994) was co-authored with Gary Hamel.

Alan M. Rugman is L. Leslie Waters Chair of International Business and a professor at the Kelley School of Business, Indiana University, Bloomington. He is also an associate fellow of Templeton College, University of Oxford. He has published numerous books and articles dealing with the strategic management of multinational enterprises and trade and investment policy. He is co-editor of the Oxford Handbook of International Business (2001), Multinationals as Flagship Firms (2000), and Environmental Regulations and Corporate Strategy (1999), all published by Oxford University Press. Previously he was a professor at the University of Toronto in Canada.

Ron Sanchez is Professor of Management, Copenhagen Business School, Denmark, and Londen Visiting Professor in Industrial Analysis, and University, Sweden. Prof. Sanchez teaches, researches, publishes, and consults in the areas of competence-based strategic management; modularity in product, process, and knowledge architectures; options theory applied to strategic management; and Organizational strategic flexibility. His books include: Knowledge Management and Organizational Competence (2001), Modularity, Strategic Flexibility, and Knowledge Management (forthcoming), Competence-Based Strategic Management (with Aimé Heene) (1997), Strategic Learning and Knowledge Management (with Aimé Heene) (1997), and The Dynamics of Competence-Based Competition (with Aimé Heene and (p. xxv) Howard Thomas, co-editors) (1996). He has published papers in leading academic journals, including: Strategic Management Journal, Journal of Marketing, Long-Range Planning, International Journal of Technology Management, European Management Journal, and others. Prof. Sanchez has degrees in comparative literature, developmental psychology, architecture, engineering, and technology strategy from MIT, as well as an MBA (with Honors) from St Mary's College of California, e-mail:

Richard Schoenberg is Senior Lecturer in International Business Strategy at Cranfield School of Management. He previously held faculty position at The Judge Business School, University of Cambridge and the Tanaku School of Business, Imperial College, London. Prior to joining academia, Dr Schoenberg held industrial positions with ICI plc and Ford of Europe Inc. He is an active researcher in the area of European Mergers and Acquisitions, on which he holds a prize winning Ph.D. from the University of London. His work has been published in a number of leading management journals and he is a regular presenter on M&A at conferences organized by the Strategic Management Society, the Academy of International Business and the British Academy of Management, e-mail:

Susan Segal-Horn is Professor of International Strategy at the Open University Business School. Earlier she was Director of the International Strategy Research Unit and also Head of the Centre for Strategy and Policy at the Open University Business School. Susan had previously worked for several years in the Strategy Group at Cranfield School of Management where she was founding Director of the specialist management development programme ‘Strategic Management in the Service Sector’. Her research domain is international strategy and, in particular, international service industries and service multinationals. Her books include: The Challenge of International Business (1994), The Strategy Reader (1998), and The Dynamics of International Strategy (co-authored with David Faulkner) (1999). Her articles have appeared in the Journal of Marketing Management, the Journal of Global Marketing, the European Management Journal, the European Business Journal, and Strategy and Leadership. She is working on her fourth book on multinational service firms, e-mail:

Martin Slater is Fellow and Tutor in Economics at St Edmund Hall, Oxford and Lecturer in Economics at the University of Oxford. Trained originally in engineering, his research interests are in industrial economics, especially the nature and operation of business firms. He has been Managing Editor of Oxford Economic Papers. For his college he has been variously Dean, Investment Bursar, and Senior Tutor, and in 2000–1 he was Senior Proctor of the University.

Stephen Tallman is E. Claiborne Robins Distinguished Professor of Business at the Robins School of Business, University of Richmond. He earned his Ph.D. at UCLA (p. xxvi) in 1988, and his BS at the US Military Academy in 1972. He served as an officer in the US Army for six years and worked as a project manager with Mobil Chemical Company for five years before starting his post-graduate studies. He has published numerous articles and chapters in academic journals and books, and is the co-author of a book on international joint ventures in the US steel industry. His primary teaching and research interests are in strategic management, global strategy, business alliances, and location economics and strategies, e-mail:

David J. Teece is the Mitsubishi Bank Professor at the Haas School of Business and Director of the Institute of Management, Innovation and Organization at UC Berkeley. He received his Ph.D. in Economics from the University of Pennsylvania in 1975, and taught in the Graduate School of Business, Stanford University, from 1975 to 1982. His interests lie in industrial organization, antitrust, and the economics of technological change. Professor Teece has co-authored over 150 publications, including ‘Profiting from Technological Innovation’, Research Policy, 15/6 (1986), 285–305, and Managing Intellectual Capital (2000).

Alain Verbeke is Professor of International Business Strategy and holds the McCaig Chair in Management at the Faculty of Management, University of Calgary, Canada. He is also an Associate Fellow of Templeton College, University of Oxford. Formerly he was a Professor of International Strategic Management and Public Policy at the Solvay Business School, University of Brussels (VUB), where he was director of the MBA programme. He is the author of numerous articles in major refereed journals, and fourteen books. He consults for the European Commission and leading multinational corporations in the area of strategic management and transportation policy.

Henk W. Volberda is Professor of Strategic Management and Business Policy and Chairman of the Department of Strategic Management & Business Environment, Rotterdam School of Management, Erasmus University, where he teaches strategic management, strategy implementation, corporate entrepreneurship, and strategic flexibility He has been a visiting scholar at the Wharton School at the University of Pennsylvania and City University Business School, London. Professor Volberda obtained his doctorate cum laude in Business Administration of the University of Groningen. His research on organizational flexibility and strategic change received the NCD Award 1987, the ERASM Research Award 1994, the Erasmus University Research Award 1997, and the Igor Ansoff Strategic Management Award 1993. For his work on alliance capabilities (together with Ard-Pieter de Man and Johan Draulans) he received the Dutch ROA Award 1999 (best consultancy article). Moreover, his research on absorptive capacity and internal networks (together with Raymond van Wijk and Frans van den Bosch) received an honorable mention of the McKinsey/SMS Best Conference Paper Prize. Professor Volberda has worked (p. xxvii) as a consultant for many large European corporations and published in many refereed books and journals. He is director of the Erasmus Strategic Renewal Program, programme director of the Erasmus Institute of Management (ERIM), board member of the VSB (Dutch Strategic Management Society), board member of the Rotterdam School of Management, secretary of the Dutch-Flemish Academy of Management, and external adviser of Stroeve securities bank. He is also editor-in-chief of M&O and Management Select, senior editor of Long Range Planning, and member of the Editorial Board of Organization Science and Tijdschrift voor Bedrijfsadministratie (TBA). His book, Building the Flexible Firm: How to Remain Competitive (1998), published by Oxford University Press, received wide acclaim. His new book, together with Tom Elfring, Rethinking Strategy (2001) has been published recently.

Peter Williamson is Professor of International Management and Asian Business at the INSEAD in Fontainebleau, France, and Singapore. His research and publications span globalization, strategy innovation, and alliances. His latest book, with Yves Doz and José Santos, From Global to Metanational: How Companies Win in the Global Knowledge Economy (2001), sets out a blueprint for how multinationals can prosper in the global knowledge economy by developing their capability for ‘learning from the world’. His other books include: Managing the Global Frontier (1994), co-authored with Qionghua Hu; The Economics of Financial Markets (1996), coauthored with Hendrik Houthakker; and The Strategy Handbook (1991), coauthored with Michael Hay. Formerly at the Boston Consulting Group, he acts as consultant to companies in Europe, Asia, and the Americas and serves on the boards of several listed companies. He holds a Ph.D. in Business Economics from Harvard University, e-mail:

Richard Whipp was a professor and deputy director at Cardiff Business School. He was the chair of the British Academy of Management. His MA was from Cambridge and his Ph.D. from Warwick University. He taught and researched at Aston Management Centre and Warwick Business School. Book publications include: Innovation and the Auto Industry (1985), co-authored with Peter Clark; Patterns of Labour (1990); Managing Change for Competitive Success (1991), with Andrew Pettigrew; and A Managed Service (2002), co-authored with Ian Kirkpatrick and Martin Kitchener.

Richard Whittington is Millman Fellow in Management at New College and Professor of Strategic Management at the Saïd Business School, University of Oxford. He is the author of Corporate Strategies in Recession and Recovery (1989), What is Strategy—and Does it Matter? (1993/2000), and The European Corporation: Strategy, Structure and Social Science (2000), co-authored with Michael Mayer. He has also published two co-edited volumes, Rethinking Marketing (1999) and The Handbook of Strategy and Management (2001). He is Associate Editor of the British (p. xxviii) Journal of Management and serves on the editorial boards of Long Range Planning and Organization Studies. His current research is on the practice of strategy, and how strategists learn to strategize. e-mail: