Peter FitzRoy (Australia Monash University), James M. Hulbert (USA Columbia University), Timothy O'Shannassy (Australia RMIT University)

Strategic Management

The Challenge of Creating Value

• Broschiertes Buch

Produktbeschreibung

Benefitting from an international author team, the latest edition of this textbook stands out in its global perspective. With an emphasis on value creation, integration of financial considerations alongside coverage of areas that are often missed in competitor texts, such as financial implications for strategy, corporate governance and business ethics. The book also integrates a wide range of in-depth case studies, including Siemens AG, Intel, the Volkswagen Group, PerkinElmer and the Tata Group. A Companion Website is also available.

---

Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• Verlag: Taylor & Francis Ltd
• 3 ed
• Seitenzahl: 518
• Erscheinungstermin: 12. September 2016
• Englisch
• Abmessung: 250mm x 192mm x 23mm
• Gewicht: 1122g
• ISBN-13: 9781138849242
• ISBN-10: 1138849243
• Artikelnr.: 43749280

Autorenporträt

The late Peter Fitzroy was Emeritus Professor of Strategy at Monash University, Australia. James M. Hubert is R.C. Kopf Professor of International Marketing at Columbia University, USA. Timothy O'Shannassy is Senior Lecturer at RMIT University, Australia.

Inhaltsangabe

Part I: Strategic Management Concepts 1. Managing Strategically: Strategic
management in practice - News Corporation 1.1. Introduction 1.2. What
determines firm success? 1.3. The concept of the firm 1.4. Dynamics of
change 1.5. Strategic management process model 1.6. Changes affecting
strategic management 1.8. Summary 2. Strategy Process and Practice:
Strategic management in practice - Intel 2.1. Introduction 2.2. Strategy
work 2.3. Strategy workers 2.4. Shaping strategy 2.5. The creation of value
for stakeholders 2.6. Tools of strategic analysis 2.7. Business models 2.8.
Communication of strategy within and across organizations 2.9. Summary
Part II: Strategic Analysis 3. External Analysis: The business environment:
Strategic management in practice - GE / Alstom merger 3.1. Introduction
3.2. The remote environment 3.3. The industry environment 3.4. The business
unit environment 3.5. Multi-industry competition 3.6. Summary 4. External
Analysis: The financial environment: Strategic management in practice -
Travelodge 4.1. Introduction 4.2. The Two markets in which firms compete
4.3. Financial markets 4.4. Equity markets 4.5. Debt markets 4.6. Cost of
capital and firm valuation 4.7. Risk management and derivatives 4.8.
Summary 5. Internal Analysis: Managing capabilities, costs and knowledge:
Strategic management in practice - ARM Holdings 5.1. Introduction 5.2.
Resources 5.3. Resources and capabilities 5.4. Capabilities and competitive
advantage 5.5. Dynamic capabilities 5.6. The value chain 5.7. Cost drivers
5.8. Knowledge and intellectual capital 5.9. Summary Part III: Strategy
Development 6. Creating Future Direction: Strategic management in practice
- Volkswagen Group 6.1. Introduction 6.2. Vision 6.3. Values 6.4. Mission
6.5. Objectives 6.6. An integrative example 6.7. Summary 7. Business-level
Strategy: Strategic management in practice - Tata Group 7.1. Introduction
7.2. The changing product / market environment of the business 7.3.
Internal analysis for developing strategy 7.4. Developing business level
strategy 7.5. Where to compete 7.6. How to compete 7.7. Business growth
7.8. Summary 8. Corporate-level Strategy: Strategic management in practice
- Thomas Cook Group 8.1. Introduction 8.2. Elements of corporate strategy
8.3. Creating future direction 8.4. Style of the centre 8.5. Managing the
corporate portfolio 8.6. Diversification 8.7. Financial decisions 8.8.
Managing strategic risk 8.9. Summary 9. Managing Innovation and the Dynamic
Scope of the Firm: Strategic management in practice - Legrand SA 9.1.
Introduction 9.2. Key considerations in innovation 9.3. Managing the
dynamic scope of the firm 9.4. Managing the dynamic scope - internal
development 9.5. Managing the dynamic scope - mergers and acquisitions 9.6.
Managing the dynamic scope - hybrid approaches 9.7. Managing the dynamic
scope - divestments, spin-offs and restructuring 9.8. Summary Part IV:
Strategy Implementation 10. Leading Organizational Change: Strategic
management in practice - Whitbread 10.1. Introduction 10.2. Characteristics
of organisational change 10.3. The change process 10.4. Leadership 10.5.
Summary 11. Designing Organizational Architecture: Strategic management in
practice - PerkinElmer 11.1. Introduction 11.2. Structure 11.3. Processes
and process management 11.4. Human resources 11.5. Summary Part V:
Assessing Strategic Performance 12. Measuring Organizational Performance:
Strategic management in practice - Global automobile industry 12.1.
Introduction 12.2. Performance measures 12.3. Developing a performance
measurement system 12.4. Measuring business level performance 12.5.
Corporate performance measures 12.6. Summary 13. Corporate Governance and
Social Responsibility: Strategic management in practice - Siemens AG 13.1.
Introduction 13.2. The modern corporation 13.3. The governance model 13.4.
Shareholders and boards 13.5. Management and boards 13.6. The role of
directors and the board 13.7. Board operations 13.8. Global governance
approaches 13.9. Corporate social responsibility 13.10. Summary