Emphasising that firms face uncertainties and unknowns, this book argues that the core of strategic thinking and processes rests on the organization and its leaders developing newly imagined solutions to the opportunities that these uncertainties open up. It presents new approaches for managers, consultants, strategy teachers and students.
Emphasising that firms face uncertainties and unknowns, this book argues that the core of strategic thinking and processes rests on the organization and its leaders developing newly imagined solutions to the opportunities that these uncertainties open up. It presents new approaches for managers, consultants, strategy teachers and students.
J.-C. Spender trained initially as a nuclear engineer, and worked for Rolls-Royce & Associates, IBM, and as a merchant banker. He completed his PhD in Strategic Management at the Manchester Business School, which won the 1980 Academy of Management AT Kearney Prize. This was later published as Industry Recipes (Blackwell 1989). After being on the faculty at various universities including the Cass School, York University (Toronto), UCLA, University of Glasgow, and Rutgers, J.-C. Spender retired in 2003 as Dean of the School of Technology & Business at SUNY/FIT. He is now Visiting Professor at ESADE, Universitat Ramon Llull, and in addition holds visiting positions at Lund University School of Economics and Management, Cranfield School of Management, Open University Business School, University Campus Suffolk, and International School of Management (Paris).
Inhaltsangabe
1: Introduction to Strategic Work, Language, and Value 2: Strategic Analysis - Consulting Tools 3: Strategic Analysis - Academic Models 4: Building Language and the Business Model 5: Persuading Supporters 6: The Business Strategist's World Appendix A - On Case Writing and Teaching Appendix B - Teaching from This Book Appendix C - Some Strategy Texts and Their Implicit Theory Appendix D - Further Reading
1: Introduction to Strategic Work, Language, and Value 2: Strategic Analysis - Consulting Tools 3: Strategic Analysis - Academic Models 4: Building Language and the Business Model 5: Persuading Supporters 6: The Business Strategist's World Appendix A - On Case Writing and Teaching Appendix B - Teaching from This Book Appendix C - Some Strategy Texts and Their Implicit Theory Appendix D - Further Reading
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