This textbook focuses on strategic management in emerging market contexts. It delineates the border between business level strategy and corporate strategy to better align business level and corporate level strategy.

Purpose: Strategic management has been developing in business theory and practice for over 50 years. Presently, it constitutes the main area of research interest in management science. The contemporary conditions of business operations create new challenges for strategic management, such as the use of dynamic capabilities in strategy building, relational strategies, networking of organizations, technology development and automation of processes, and global strategies. These challenges are often referred to as neostrategic management. The purpose of this publication is to present the findings of research concerning new strategic management concepts and challenges. Methodology: The main research method of this article was a narrative literature review. On the basis of the research, the development of the concepts as well as contemporary trends and challenges of strategic management were characterized. There is also a synthesis of the problems and research results presented in the articles in this special issue of JEMI. Findings: Various schools and approaches to strategy formulation have been created. They indicate different factors that allow for success in strategic management such as: setting long-term goals, selection of programs and their execution plans (planning school); connection of the enterprise with the environment (evolutionary school); focusing attention on competitive advantage and achieved performance (position-based school); focus on one’s own resources and competences (resource school); use of opportunities and creating innovation (simple rules school); selection of the best option and orientation in business management (real options school); or eclectic perspectives, integrating the listed approaches. The strategic management concept has two dimensions. The first dimension is related to the emergence of subsequent, new strategic management concepts, which often hark back to the previous schools and approaches. The second dimension of development applies to operationalization and adjustment of the previous concepts to the changing conditions. Implications for theory and practice: The paper characterizes the research results presented in the articles included in this JEMI issue. They deal with various problems and challenges in the field of strategic management, such as the relationship between market dynamics, market orientation and performance of enterprises; the innovativeness of companies as a contemporary strategic orientation of companies; the strategy implementation and the management of the organization change; problems of strategic management of the development of the city. Originality and value: The problems presented in the study relate to challenges and new concepts in strategic management. They enrich the existing knowledge on the development of strategic management, and also create inspiration for further research in this area. Keywords: evolution of the strategic management concept, neostrategic management, strategy implementation success, market dynamism, strategic management of cities, innovation strategy. Table of Contents Dynamics of the evolution of the strategic management concept: From the planning school to the neostrategic approach 7 Tomasz Kafel, Bernard Ziębicki The impact of market orientation on the performance of MSMEs operating in technology parks: The role of market dynamism 29 Anna Wójcik-Karpacz, Jarosław Karpacz, Joanna Rudawska Innovative activity of Polish enterprises – a strategic aspect. The similarity of NACE divisions 53 Edyta Bielińska-Dusza, Monika Hamerska The strategy implementation process as perceived by different hierarchical levels: The experience of large Croatian enterprises 99 Valentina Ivančić, Lara Jelenc, Ivan Mencer Is dominant logic a value or a liability? – On the explorative turn in the German power utility industry 125 Ekaterina Brandtner, Jörg Freiling City policies to promote entrepreneurship: A cross-country comparison of Poland and Germany 159 Jan Fazlagić, Aleksandra Sulczewska-Remi, Windham Loopesko

Following the 8th Global Conference on Business & Economics, held in Florence in October 2008, the International Journal of Business & Economics decided to publish a special issue with a maximum of twenty conference contributions in the areas of strategic management and finance, all featuring innovative content in relation to the state of the art in these disciplines. In keeping with the Journal's high scientific standards, a qualified group of academics coordinated by myself served as referees for submitted papers, using a process of double blind peer review to select contributions for publication. This review led to the selection of a reduced number of papers with respect to the total number that had been submitted, three of which were unconditionally accepted and thirteen were accepted conditionally upon implementing some scientific and/or linguistic revisions. As guest editor, it is my opinion that this collection of selected papers offers an interesting panorama of original theoretical and applied developments, representing “cutting edge” research on key topics of strategic management and finance.

This is the first book to comprehensively summarize and extend cutting strategy research with a focus on transition economies. It provides a readable and refreshing overview for seasoned scholars and executives working in this field, as well as valuable insights for newcomers. The book combines theoretical rigor with up-to-date evidence on a highly relevant topic. Mike Peng is already one of the world′s leading strategy and management scholars working on transition and emerging economies, and this book adds significantly to his standing. —John Child, Guiness Professor of Management Studies, University of Cambridge, England and Visiting Professor of International Management, Tel-Aviv University, Israel "The widespread shift from centrally planned to market-based economies has been the most profound change in the world economy since World War II. While a great deal of work has examined the broad economic implications of this transition, far less work has examined its implications for firms and managers. In this seminal work, Professor Peng draws on his extensive experience in transition economics, together with his knowledge of strategic management, to describe how firms in these economies can seize opportunities for growth and success." —Jay Barney, Bank One Professor of Corporate Strategy, Ohio State University "A welcome contribution towards our understanding of firm – level issues in transition economies. A particular strength is the chapter-by-chapter consideration of how strategies vary depending on whether one is a state-owned enterprise, a privatized firm, an entrepreneurial start-up, or a foreign investor." —Paul Beamish, Royal Bank Professor of International Business,University of Western Ontario, Canada A comprehensive account of transition economies from a firm strategy perspective. Thoroughly researched and thought provoking, this book is a most valuable tool for both academics and business executives seeking to operate in this promising yet uncertain territory. —Oded Shenkar, Ford Motor Professor of Global Management, Ohio State University and Professor of International Management and Tel-Aviv University, Israel Business Strategies in Transition Economies probes into the workings of business strategies in former socialist countries in East Asia, Central and Eastern Europe, and the newly independent states of the former Soviet Union, which are collectively called "transition economies." It provides a rich and in-depth understanding of fundamental strategic issues confronted by domestic and foreign firms competing in these newly opened markets. Written by one of the leading scholars in the field, this timely book is comparative, interdisciplinary, and relevant. Focusing on firm-level issues confronting top executives acting as organizational strategists in transition economies, this book covers business strategies of 1.) state-owned enterprises, 2.) privatized and reformed firms, 3.) entrepreneurial start-ups, and 4.) foreign companies. Since transition economies, taken together, promise to be the world′s largest emerging markets in the 21st century, this book will be an invaluable resource for students, scholars, and managers seeking a better understanding of business challenges and opportunities in these markets.

This highly popular introduction to strategic management has nowbeen revised to take account of the latest developments in thefield. New edition of a highly popular introduction to strategicmanagement. Provides a clear framework for understanding the issues incorporate strategy, supported by current case examples. Revised to take account of the latest development in thefield. Now features twelve new cases. Includes new chapters on issues relating to the resource-basedview of the firm, innovation, learning, and the ‘neweconomy’. Includes a new concluding chapter looking at present and futureissues in strategic management. Continues to combine the latest management concepts with andemphasis on current business applications and implementation.

Despite the growing importance of the global emerging market (GEM) for the world’s business, economies, and politics, it has received a relatively scant amount of academic attention in business and economics courses. This textbook is the first to focus on the GEM and its strategic and economic characteristics. The Global Emerging Market: Strategic Management and Economics describes the fundamental economic base and trends of the global marketplace (GMP) as well as business and management development for the conditions of emerging-market countries (EMCs). Focusing on the formation of a strategic mindset and the decision making process, it explains how to analyze the basic economic factors and the global order, especially in times of crisis. This text also explains how to classify countries related to this new market of tremendous opportunities. Furthermore, the book includes recommendations on how to develop entry and exit strategies for the GEM, work in it and create efficient management systems. Features include: Extensive tables, charts, and graphs illustrating the strategic considerations of the GMP and the GEM End-of-chapter study questions Practical examples based on the author’s involvement in the development of the GEM, from both sides of the international transactions This academic book is the ideal guide for current business leaders and students on how to make strategic, symmetric, and asymmetric time-sensitive decisions related to the GEM.