Strategy in Context represents a pragmatic and novel approach to competitive strategy and strategic thinking. It makes use of numerous examples across the public and private sectors to demonstrate strategy from three dimensionsâ external context, internal context, and an organisation-specific context.
Strategy in Context represents a pragmatic and novel approach to competitive strategy and strategic thinking. It makes use of numerous examples across the public and private sectors to demonstrate strategy from three dimensionsâ external context, internal context, and an organisation-specific context.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Marc Day is Professor of Strategy and Operations Management at Henley Business School, University of Reading, UK.
Inhaltsangabe
1. Introducing the Strategy Concept 2. Thinking Strategically and the 'Why' of Strategy 3. Macro and Industry Contexts 4. Industry Contexts - the 'where' of strategy 5. The 'how' of Strategy: resources capabilites and culture 6. Protecting Resources and Capability Advantages 7. Overcoming Inertia to Change Capabilities 8. Organisational Learning Ambidexterity and Strategic Innovation 9. Making the Value Proposition a Viable Business Model 10. The 'What' of Strategy: Viable and Valuable Strategic Alternatives 11. Evaluating the 'What' of Strategy 12. Strategic Contexts: When Specific Circumstances Matter
1. Introducing the Strategy Concept 2. Thinking Strategically and the 'Why' of Strategy 3. Macro and Industry Contexts 4. Industry Contexts - the 'where' of strategy 5. The 'how' of Strategy: resources capabilites and culture 6. Protecting Resources and Capability Advantages 7. Overcoming Inertia to Change Capabilities 8. Organisational Learning Ambidexterity and Strategic Innovation 9. Making the Value Proposition a Viable Business Model 10. The 'What' of Strategy: Viable and Valuable Strategic Alternatives 11. Evaluating the 'What' of Strategy 12. Strategic Contexts: When Specific Circumstances Matter
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