This book presents critical surveys of literature from behavioural and evolutionary economics, management, marketing and business history and offers new empirical evidence involving both case studies and behavioural research. Particular attention is given to transaction cost and resource-based perspectives on business organization. The book concludes by discussing the emerging `growth of knowledge' and `management without trade-offs' approaches to the firm.
Taken together, the inter-related chapters in this book make a significant contribution by promoting and assisting research and teaching on how managers cope with competitive pressures in the present climate of rapid technological change, shifting patterns of corporate alliances, continual restructuring and re-ranking of relative competitive strengths, and rising environmental expectations.
Management, Marketing and the Competitive Process will be particularly useful for courses on business strategy, managerial and industrial economics, and marketing.
Edited by Peter E. Earl, Senior Lecturer in Business Economics, University of Queensland, Australia
Contents: Introduction 2. Evolutionary Processes and Revolutionary Change in Firms and Markets 3. Industrial Structure, Rivalry and Innovation 4. Theoretical Perspectives on Strategic Alliance Formation 5. Organization and Change at Du Pont 1902-1980 6. Business History 7. Contracts, Coordination, and the Construction Industry 8. Models of Marketing Channel Coordination in the Food Industry 9. The Price of the Symbol 10. Pricing Concepts for Marketing 11. A Behavioural Perspective on Business Pricing 12. Is Differentation Optional? 13. Strategic Management as an Emergent Research Programme 14. `Growth of knowledge' Perspectives on Business Behaviour 15. Meta-theory, Hyper-strategy and Ultra-games Bibliography Index