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Cognitive strategic groups and the basis of solid empirical research. Exploring Strategic Groups cuts across a convenient academic concept providing an insightful diagnosis of the realities of managerial cognition and strategic management. It develops a model of integration in strategic decision-making that manifests the context in which the practice of strategic management takes place. Revised and updated, this new edition develops a model of integration in strategic decision-making that manifests the cognitive context in which the practice of strategic management takes place. It will be of…mehr

Produktbeschreibung
Cognitive strategic groups and the basis of solid empirical research. Exploring Strategic Groups cuts across a convenient academic concept providing an insightful diagnosis of the realities of managerial cognition and strategic management. It develops a model of integration in strategic decision-making that manifests the context in which the practice of strategic management takes place. Revised and updated, this new edition develops a model of integration in strategic decision-making that manifests the cognitive context in which the practice of strategic management takes place. It will be of interest to all students of strategic management and economics and business, and practitioners concerned with the problems of industry analysis and its links with strategic decision-making.
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Autorenporträt
James Rafferty is IMI-D.K.Chowdhury Professor of Management. He joined the University in June 1987 following many years in industry where he held senior management positions. His industrial management experience includes Financial Planning and Strategy with General Motors Corporation and the Granada Group and he has been the Managing Director of firms in the furniture, precision engineering and electronics industries. His consultancy interests are in the area of strategic management and industrial strategy, and he has been a consultant to a number of organisations including the UNDP and UNIDO.