Adrian Haberberg (Unive Principal Lecturer in Strategic Management, Alison Rieple (Harrow Business S Professor of Strategic Management
Strategic Management
Theory and Application
Adrian Haberberg (Unive Principal Lecturer in Strategic Management, Alison Rieple (Harrow Business S Professor of Strategic Management
Strategic Management
Theory and Application
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This student-focused text provides an emphasis on skills development. Packed with real-life examples of what can go wrong with even the most well-conceived strategies, there is a focus on realism throughout. With a highly accessible writing style, this text it is an invaluable learning tool for all students in this area.
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This student-focused text provides an emphasis on skills development. Packed with real-life examples of what can go wrong with even the most well-conceived strategies, there is a focus on realism throughout. With a highly accessible writing style, this text it is an invaluable learning tool for all students in this area.
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Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: Oxford University Press
- Seitenzahl: 848
- Erscheinungstermin: 25. Februar 2008
- Englisch
- Abmessung: 266mm x 195mm x 40mm
- Gewicht: 1738g
- ISBN-13: 9780199216468
- ISBN-10: 0199216460
- Artikelnr.: 23089597
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
- Verlag: Oxford University Press
- Seitenzahl: 848
- Erscheinungstermin: 25. Februar 2008
- Englisch
- Abmessung: 266mm x 195mm x 40mm
- Gewicht: 1738g
- ISBN-13: 9780199216468
- ISBN-10: 0199216460
- Artikelnr.: 23089597
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
Adrian Haberberg is Senior Lecturer in Strategic Management at the University of Westminster's Westminster Business School. He has a PhD in Ismorphism in Strategic Decision-Making from CASS Business School. His other research interests include the relationship between organisational resources and competitive advantage and the food retailing and information technology industries. He worked for several years as a corporate planner with Rank Xerox before becoming a management consultant, most recently with Price Waterhouse. His consultancy clients have included the World Bank, the European Commission and a number of major UK corporations and public sector organisations. Alison Rieple is Professor of Strategic Management at the University of Westminster's Harrow Business School. Her research focuses on the management of design, innovation and change; the politics of organisational change; and innovation-generating structures in creative industries. Professor Rieple's consultancy work has led to her assisting a number of public sector and commercial organisations with change management and business planning. She is widely published in journals such as the Journal of Organizational Behavior, Design Management Review and the Journal of Cultural Economics.
Part One: Core Concepts
1: Strategy and the Organization
2: What is Strategic Management?
Part Two: Assessing Fit and Distinctiveness
3: Understanding the Influence of the Environment
4: Distinctiveness (1): Competitive Stance
5: Distinctiveness (2): Scope, Scale and Diversity
6: Distinctiveness (3): The Value Chain
Part Three: Assessing The Sustainability of Advantage
7: The Resource-based View of the Firm
8: Architecture, Structure and Culture
9: The Management of Complex Organization
10: Knowledge, Learning and Innovation
Part Four: From Strategic Analysis to Strategy Formulation
11: Assessing Organizational Performance and Setting Strategic Priorities
12: Options and Strategic Methods
13: Strategies in Profit-making Contexts
14: Strategies in International Contexts
15: Strategies Where Profit is Not the Main Objective
Part Five: Strategy Implementation
16: Effecting Organizational Change
17: Making Strategy Happen
1: Strategy and the Organization
2: What is Strategic Management?
Part Two: Assessing Fit and Distinctiveness
3: Understanding the Influence of the Environment
4: Distinctiveness (1): Competitive Stance
5: Distinctiveness (2): Scope, Scale and Diversity
6: Distinctiveness (3): The Value Chain
Part Three: Assessing The Sustainability of Advantage
7: The Resource-based View of the Firm
8: Architecture, Structure and Culture
9: The Management of Complex Organization
10: Knowledge, Learning and Innovation
Part Four: From Strategic Analysis to Strategy Formulation
11: Assessing Organizational Performance and Setting Strategic Priorities
12: Options and Strategic Methods
13: Strategies in Profit-making Contexts
14: Strategies in International Contexts
15: Strategies Where Profit is Not the Main Objective
Part Five: Strategy Implementation
16: Effecting Organizational Change
17: Making Strategy Happen
Part One: Core Concepts
1: Strategy and the Organization
2: What is Strategic Management?
Part Two: Assessing Fit and Distinctiveness
3: Understanding the Influence of the Environment
4: Distinctiveness (1): Competitive Stance
5: Distinctiveness (2): Scope, Scale and Diversity
6: Distinctiveness (3): The Value Chain
Part Three: Assessing The Sustainability of Advantage
7: The Resource-based View of the Firm
8: Architecture, Structure and Culture
9: The Management of Complex Organization
10: Knowledge, Learning and Innovation
Part Four: From Strategic Analysis to Strategy Formulation
11: Assessing Organizational Performance and Setting Strategic Priorities
12: Options and Strategic Methods
13: Strategies in Profit-making Contexts
14: Strategies in International Contexts
15: Strategies Where Profit is Not the Main Objective
Part Five: Strategy Implementation
16: Effecting Organizational Change
17: Making Strategy Happen
1: Strategy and the Organization
2: What is Strategic Management?
Part Two: Assessing Fit and Distinctiveness
3: Understanding the Influence of the Environment
4: Distinctiveness (1): Competitive Stance
5: Distinctiveness (2): Scope, Scale and Diversity
6: Distinctiveness (3): The Value Chain
Part Three: Assessing The Sustainability of Advantage
7: The Resource-based View of the Firm
8: Architecture, Structure and Culture
9: The Management of Complex Organization
10: Knowledge, Learning and Innovation
Part Four: From Strategic Analysis to Strategy Formulation
11: Assessing Organizational Performance and Setting Strategic Priorities
12: Options and Strategic Methods
13: Strategies in Profit-making Contexts
14: Strategies in International Contexts
15: Strategies Where Profit is Not the Main Objective
Part Five: Strategy Implementation
16: Effecting Organizational Change
17: Making Strategy Happen