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Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the best in global strategic management for academics, business practitioners and consultants. This book expands the understanding of strategic opportunities presented by the far reaching developments unfolding in the rapidly changing world economy, and in particular how they are impacting the North and South American continents. This wide-ranging collection of papers comprises a rich body of research and experience, spanning academics, business executives and consultants. Key emphasis is placed on competition and core competence, joint ventures and strategic alliances, and corporate performance. Writings included in this volume were selected as being representative of some of the most significant issues currently facing business strategists.

Die weitreichenden Entwicklungen, die sich in dem immer schneller vollziehenden weltwirtschaftlichen Wandel manifestieren, stellen fur Unternehmen strategische Gelegenheiten dar. Ziel des Buches ist es, anhand von drei Themenkomplexen (Wettbewerb und Kernkompetenz, Joint Ventures und strategische Allianzen sowie Unternehmensperformance) das Verstandnis dieses Prozesses zu vertiefen, und zwar insbesondere am Beispiel Nord- und Sudamerikas. (10/97)

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With competitive success dependent more and more upon organizational flexibility with a focused strategic framework, the editors have drawn out three main strands of strategic conversation in this volume:

• Competition and core competence: including the wide range of competitive strategies available to firms and the importance of core competence to competitive success.
• Joint ventures and strategic alliances: the potential of the strategic alliance as an aid to entering foreign markets.
• Corporate performance: the ultimate outcome of any firm's strategy, including discussion of corporate restructuring, determinates of economic performance, total value creation and the importance of a coherent view of the firm in a rapidly-developing economy.

As with other books in this series, Strategic Discovery: Competing in New Arenas addresses one of the Strategic Management Society's primary concerns ? how to build and maintain bridges between management theory and business practice.

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Partial table of contents:
 
 COMPETITION AND CORE COMPETENCE.
 
 Technological Complexity and the New Architecture of Competition (P. Norman & R. Bettis).
 
 Developing Global Strategies for Service Businesses (C. Lovelock & G. Yip).
 
 Competence-Based Strategies when Facing Innovation: But what Is Competence?
 
 (T. Durand & S. Guerra-Vieira).
 
 JOINT VENTURES AND STRATEGIC ALLIANCES.
 
 Competing to Cooperate: Antecedents of "Follow-the-Leader" Behavior in US Joint Ventures in Latin America (J. Gimeno & R. Hoskisson).
 
 The Benchmark Ford-Mazda Assembly Plant in Hermosillo Mexico (G. Bannister, et al.).
 
 CORPORATE PERFORMANCE.
 
 Corporate Restructuring: The Result of Good or Bad Governance?
 
 (S. Chatterjee & R. Kosnik).
 
 Who Wins in Governance Reform?: Conventional Wisdom 1, Shareholders 0 (B. Boyd, et al.).
 
 Measuring the Distribution of Returns among Stakeholders: Method and Application to US and Japanese Auto Companies (M. Lieberman & A. Chacar).
 
 The Transformation of Fiat Auto Poland (K. Haanes et al.).
 
 Index.

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