Volberda, Morgan and Reinmoeller have joined with Hitt, Ireland and Hoskisson to develop a truly landmark strategic management textbook that is ideally suited for courses in Europe, the Middle East and Africa as well as other global markets. With a new process perspective to supplement the text s trademark integrated approach, Strategic Management: Competitiveness and Globalization provides the most comprehensive and thorough coverage of strategic management now available in the market.Whilst maintaining the strengths and hallmark features of the original work, this new strategy text has been…mehr
Volberda, Morgan and Reinmoeller have joined with Hitt, Ireland and Hoskisson to develop a truly landmark strategic management textbook that is ideally suited for courses in Europe, the Middle East and Africa as well as other global markets. With a new process perspective to supplement the text s trademark integrated approach, Strategic Management: Competitiveness and Globalization provides the most comprehensive and thorough coverage of strategic management now available in the market.Whilst maintaining the strengths and hallmark features of the original work, this new strategy text has been specially prepared to match the modern EMEA curriculum with boosted coverage of implementation issues, analysis of how firms use strategic management tools, techniques and concepts, a balanced emphasis on economics and resource-based perspectives and expanded coverage of comparative governance and organizational renewal.Strategic Management has been shortlisted for the 2011/12 CMI ManagementBook of the Year awards in the ebook and Management and Leadership Textbook categories. More information about the CMI and the competition can be found here http://yearbook.managers.org.uk/index5.htm.
Patrick Reinmoeller is Professor of Strategic Management at Cranfield University's Cranfield School of Management. As Visiting Professor at ICS and IIR, Hitotsubashi University (Tokyo), LIUC University Castellanza (Italy) and St. Gallen University (Switzerland) he has lead workshops with practitioners, graduate students and PhD seminars. Dr. Reinmoeller is a member of the editorial board of the International Journal of Learning and Intellectual Capital, International Journal of Technology Intelligence and Planning, International Journal of Strategic Change Management. He reviews for Academy of Management Review, Organization Science, Organization Studies, MIT Sloan Management, Journal of Management Studies, and other leading journals, and he has won reviewer awards at the Academy of Management. He is active in executive education and consulting in the areas of strategy development, implementation, and innovation. He has worked with organizations such as Atos Origin, GSK Biological
s, IAEA, KPN, Schlumberger, Philips and others.
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 Nestl Closing 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
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 Nestl Closing 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
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