Henk Volberda (Erasmus University Rotterdam School of Management), Robert Morgan (Cardiff University Cardiff Business School), Patrick Reinmoeller (Cranfield Univ Cranfield School of Management

Strategic Management

Competitiveness & Globalization: Concepts & Cases
Mitwirkender: Volberda, Henk W.; Reinmöller, Patrick; Morgan, Rob

• Broschiertes Buch

Produktbeschreibung

Provides the comprehensive and thorough coverage of strategic management. This strategy text has been prepared to match the modern EMEA curriculum with coverage of implementation issues, analysis of how firms use strategic management tools, techniques and concepts, and more.

Produktdetails

• Verlag: CL Excl Vocatn / Cengage Learning EMEA
• New ed
• Seitenzahl: 816
• Erscheinungstermin: 18. April 2011
• Englisch
• Abmessung: 256mm x 189mm x 32mm
• Gewicht: 1586g
• ISBN-13: 9781408019184
• ISBN-10: 1408019183
• Artikelnr.: 28967114

Autorenporträt

Henk W. Volberda is Professor of Strategic Management and Business Policy and Director Knowledge Transfer at the Rotterdam School of Management, Erasmus University where he previously served as Chair of the Department of Strategic Management and as Vice-Dean of the Business School. He is director of the Erasmus Strategic Renewal Centre (ESR) and Fellow and Director of the Strategy Research Program of the Erasmus Research Institute of Management (ERIM). He is also Chairman of the Executive Board and Scientific Director of the top institute INSCOPE: Research for Innovation, and Board member of the Netherlands Institute for Social Innovation (NCSI). Moreover, he is Vice-President of the European Academy of Management (EURAM) and Chair of the Interest Group Strategic Management.

Inhaltsangabe

PART I: STRATEGIC MANAGEMENT INPUTS1 Strategic management and strategic competitiveness2 The external environment3 The internal organization4 Integrating internal and external resourcesPART II: REFINING THE STRATEGIC ACTIONS5 Business-level strategy6 Competitive rivalry and competitive dynamics7 Corporate-level strategy8 Strategic acquisition and restructuring9 International strategy10 Cooperative strategyPART IIII: IMPLEMENTATION OF STRATEGIC ACTIONS11 Strategic leadership12 Corporate governance13 Organizational structure and controls14 Strategic entrepreneurship15 Strategic renewalPART IV: INEGRATIVE CASESList of in-text opening and closing casesCHAPTER 1Opening Case Airbus + BoeingClosing Case The Nano within Tata Group: Tata Motors' rise and a revolution in the global automotive industry CHAPTER 2Opening Case Indian Oil CorporationClosing Case Does Google have the market power to ignore external pressures?CHAPTER 3Opening Case Gazprom: Strong pipelinesClosing Case RIM at the Edge: Privacy, Protection, Policy and Company PerformanceCHAPTER 4Opening Case Muji: Designing with MarketsClosing Case Japanese Manga, Publishers and Innovation ModelsCHAPTER 5Opening Case Acer Group: Using a "Bare Bones" Cost Structure to Succeed in Global PC Closing Case BMW differentiates with MINICHAPTER 6Opening Case Vodafone Group PLC & Competition in the U.K. mobile phone network Closing Case GlaxoSmithKline: finding a balance between GSK's strategic change with tactical implicationsCHAPTER 7Opening Case Fosters' Group Diversification into the Wine BusinessClosing Case The British Broadcasting Corporation (BBC) and Diversification LimitsCHAPTER 8Opening Case Cross-Border Acquisitions: Trends and PatternsClosing Case DaimlerChrysler is Now Daimler AG-The Failed Merger with Chrysler CorporationCHAPTER 9Opening Case Entry into China by Foreign Firms and Chinese Firms Reaching for Global Closing Case Al Jazeera-Successful Transformation from a Regional to Global ChannelCHAPTER 10Opening Case Using Cooperative Strategies at IBMClosing Case BT and HP-Pursuing a successful strategic allianceCHAPTER 11Opening Case Selecting a New CEO: The Importance of Strategic LeadersClosing Case Robert Polet, the ice cream man who made Gucci hot againCHAPTER 12Opening Case Siemens Bribery Closing Case Europe's Enron - ParmalatCHAPTER 13Opening Case Restructuring NestléClosing Case Oticon's 'Spaghetti Organization'.CHAPTER 14Opening Case The continuing innovation revolution at Nokia; The case of car navigationClosing Case The case of the Dutch Life Sciences sectorCHAPTER 15Opening Case Sustained strategic renewal at Royal Dutch Shell plc 1907-2009Closing Case Novotel's Transformational Renewal Journey