There have been many books written about how to apply the concept of corporate strategy, yet few discuss the meaningfulness of the applications involved. Until now, not a single book has been written about the reasons people give to justify their study and advocacy of corporate strategy as a method of talking about the modern corporation. Taking a cue from the nineteenth-century philosopher Friedrich Nietzsche, Gilbert argues in The Twilight of Corporate Strategy that those who study corporate strategy can begin to justify their efforts once they take the very meaning of corporate strategy to be an open, ethical question. Gilbert creates a Nietzschean analysis in which he places the idea of corporate strategy in the "twilight" between the "daylight" of continued usage and the "darkness" of irrelevance for humans. This unique analysis is based on an exploration of the corporate strategy concept in an ethical twilight. Gilbert reinterprets the dominant contemporary approach, which he calls "strategy through process", as an ethical commentary on modern corporations. Gilbert goes on to create a contractarian ethical rendition of strategy, which he calls "strategy and justice". Through the use of a comparative critical argument, he demonstrates what he believes to be sound reasons for abandoning more traditional approaches to corporate strategy and for reconstructing it in accordance with "strategy and justice". He concludes that such attempts at advancement will provide hope that the corporation can be interpreted as a context in which humans can flourish, even as the dominant use of that concept often denies such hope.

This work argues that corporate strategy needs rethinking as a way of talking about ethics and business, and discusses some ethical truths. It shows that how we talk about others influences how we act towards them and how we talk about others can influence how our audiences will act towards them.

As the era of ever expanding markets and ample resources ends, governments and business will have to behave differently. The world is facing weak economic growth, limits to affordable resources and increasing concerns about environmental consequences. During the boom times, governments championed de-regulation and business responded by adopting an anything-goes attitude. In these straitened times, strategic analysis has to engage with the challenges that society faces to create resilient corporations fit for the 21st century. In Corporate Strategy in the Age of Responsibility, Peter McManners, who has for nine years run strategy workshops on the Henley MBA focusing on the global business environment, sets about providing a strategic framework for navigating the new economic environment. Chief Sustainability Officers (CSOs) now exist, but they struggle to find the strategic rationale for the improvements they champion. The author argues that their good intentions often lack traction, partly because others in management don’t get it, but also because they are not ambitious enough. The book is not about preaching semi-charitable behaviour or how to enhance the reputation of the corporation instead it is about surviving and thriving in a challenging and changing environment. A corporate audience familiar with strategy books will relate to this book, but will find it steers them towards radically new strategic thinking suitable for a turbulent period of transition.

New in Paperback: Publishing February 2006! `If you had to read only one book to understand the roots and branches of the study of strategy & organization, this would be it. Pettigrew, Thomas and Whittington have gathered an impressive array of contributions, which provide a comprehensive guide to the current state of the art. It′s a book that reflects a maturing field, offering thought-provoking discussions of the major issues in strategy, reflections on how they have been tackled in the last three decades, and identifying the themes, promises and challenges that lie ahead. Useful for a novice and an accomplished scholar alike, this is a remarkable effort that shows how far the Strategy field has come′ - Michael G. Jacobides, London Business School `This is an interesting, insightful and thought provoking collection. It not only comprehensively maps the field of strategic management but also offers a critical reflection on past and present work. The rich mix of contributors criticize, entice and provoke, while also scoping a future research agenda. The authors have accomplished a major and important contribution to our understanding of the history and development of strategy and research in strategy′ - David Asch, Dean of the Faculty of Business and Law, De Montfort University. `The publication of the Handbook of Strategy and Management is a major event. The Handbook not only brings together the World′s leading strategy and management scholars; it is also remarkably well-organized and future-oriented, having the right balance between focus and diversity. By critically taking stock of the field and by discussing future paths of strategy, this Handbook will serve as an important stimulus for intellectual development for years to come′- Nicolai Foss, Copenhagen Business School `Finally! We have a comprehensive, reflective and critical overview of the field of strategy in the new Handbook of Strategy and Management. The strategy literature has come of age with this "mapping of the terrain" by Andrew Pettigrew, Howard Thomas and Richard Whittington. The Handbook provides an useful overview of different streams of thought with contributions by leading scholars and researchers. Equally importantly, this Handbook provides us with reflections on the past and insights into the future of the field. Such a critique is an important aid in understanding and researching strategy for newcomers and experienced scholars alike′ - Cynthia Hardy, Head of Department of Management, University of Melbourne The Handbook presents a major retrospective and prospective overview of the strategic management field and will be an important benchmark volume for management scholars worldwide. The Handbook frames, assesses and synthesizes the work in the field and helps to define and shape its current and future development. The editors combine focus with diversity in the material and approaches covered, thus providing a powerful critical analysis and synthesis of diverse disciplinary contributions to this rapidly growing body of knowledge. Each of the four parts of this book concentrates on a specific area of strategy and management. Within these parts, leading international scholars provide historical overviews of the key strands delineating the `topography′ of their particular themes, address the central problems and approaches which have characterized these, critically assess the state and quality of current theory and knowledge, and set out agendas for future theoretical and empirical development. The resulting volume is a unique overview of the inputs and dynamics that shape the core ideas and practices of strategy and management.

This book began as a collection of papers presented at a conference entitled ‘The Future Business of Higher Education’ held at Oxford University. The contributions range from those who grapple with the question of what a University should do, through those concerned with making Higher Education more efficient, to some who were already planning for some technologically inevitable virtual future. These disparate leanings led to inevitable conflict and a challenge in editing into book form. In compiling and editing the chapters the editor has tried to preserve some of the diversity of opinion presented at Oxford. By doing so it is apparent that some individual contributors would find unacceptable much of what others in the book have to say. The traditionalists clash with the modernizers, the Left with the Right, Public with Private and the theorists with the practitioners. It is this very divergence of philosophical opinion as to the future of Higher Education that makes this book such an enjoyable and stimulating read.

This bibliography lists the most important works published in economics in 1993. Renowned for its international coverage and rigorous selection procedures, the IBSS provides researchers and librarians with the most comprehensive and scholarly bibliographic service available in the social sciences. The IBSS is compiled by the British Library of Political and Economic Science at the London School of Economics, one of the world's leading social science institutions. Published annually, the IBSS is available in four subject areas: anthropology, economics, political science and sociology.

As we move forward into the Third Millennium AD the perennial problem of unmanageable debt is still with us. As if to prove the point, in late November 1997, the Tokuyo City Bank in Japan closed down its business, reminding the world that default still stalks families, institutions and governments. It seems that little has been achieved in handling debt since 1216 when the Magna Carta limited the actions of bailiffs against debtors willing and able to make payment. Current literature about consumer credit, business finance and mortgages reveals the urgent need to tackle the ethics of borrowing and lending on some commonly understood and acceptable basis. In this book, the stewardship concept familiar in accounting, corporate governance, environmental strategy and Christian social ethics is analyzed to provide a framework. The book demonstrates that analysis of the concept of stewardship provides a set of resource-related social values which shed light upon ethical issues in debt management and enable the construction of a decision support model to secure improvements in debt management practice.

Ed Freeman’s influential ideas on stakeholder theory, business ethics, humanities, and capitalism became foundational in the management field and turned around the mainstream thinking about business. Stakeholder theory developed by Freeman and others posits that business is not as much about profits, but rather about creating value for its stakeholders, including employees, customers, communities, financiers, and suppliers. The relationship between a company and its stakeholders is the essence of business and should be of utmost attention to its managers. Managers should avoid resorting to trade-offs by prioritizing one stakeholder group (e.g., shareholders) over the others and strive to run their companies in the interests of all stakeholders. The idea of pursuing the interests of all stakeholders became revolutionary in management and went far beyond the management field, expanding to Law, Health Care, Education, Public Policy and Administration, and Environmental Policy. This book is a collection of Ed Freeman’s most influential and important works on stakeholder theory as well as business ethics, humanities, and capitalism.

A leading historian’s guide to great-power competition, as told through America’s successes and failures in the Cold War “If you want to know how America can win today's rivalries with Russia and China, read this book about how it triumphed in another twilight struggle: the Cold War.”— Stephen J. Hadley, national security adviser to President George W. Bush The United States is entering an era of great-power competition with China and Russia. Such global struggles happen in a geopolitical twilight, between the sunshine of peace and the darkness of war. In this innovative and illuminating book, Hal Brands, a leading historian and former Pentagon adviser, argues that America should look to the history of the Cold War for lessons in how to succeed in great-power rivalry today. Although the threat posed by authoritarian powers is growing, America’s muscle memory for dealing with dangerous foes has atrophied in the thirty years since the Cold War ended. In long-term competitions where the diplomatic jockeying is intense and the threat of violence is omnipresent, the United States will need all the historical insight it can get. Exploring how America won a previous twilight struggle is the starting point for determining how America can successfully prosecute another high-stakes rivalry today.