Strategic Management

Námskeið Stefnumótun og framtíðarsýn - Höfundur: Richard Lynch
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Strategic Management

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Rafbók til leigu í 180 daga. Útgáfa: 1

Efnisyfirlit

  • List of case studies
  • About the author
  • About the Ninth Edition
  • How to use this book
  • Guided tour
  • Online resources
  • Tips on writing up strategic projects
  • Part 1 Introduction
    • 1 Strategic management
      • 1.1 What is strategic management?
      • 1.2 The main topics covered in strategy
      • 1.3 Core areas of strategic management
      • 1.4 Context, content and process
      • 1.5 Process: linking the three core areas
    • 2 A review of theory and practice
      • 2.1 The importance of strategy context
      • 2.2 Prescriptive strategic management in theory and practice
      • 2.3 Emergent strategic management in theory and practice
      • 2.4 Some prescriptive theories of strategic management
      • 2.5 Some emergent theories of strategic management
  • Part 2 Strategic analysis and purpose
    • 3 Analysing the strategic environment
      • 3.1 Exploring the competitive environment
      • 3.2 Strategic environment – the basics
      • 3.3 Degree of turbulence in the environment
      • 3.4 Analysing the general environment
      • 3.5 Analysing the stages of market growth
      • 3.6 Key factors for success in an industry
      • 3.7 Analysing the competitive industry environment – the contribution of Porter
      • 3.8 Analysing the co-operative environment
      • 3.9 Analysing one or more immediate competitors in depth
      • 3.10 Analysing the customer and market segmentation
    • 4 Analysing resources and capabilities
      • 4.1 Analysing resources and capabilities
      • 4.2 Why does an organisation possess any resources at all? The make-or-buy decision
      • 4.3 Resource analysis and adding value
      • 4.4 Adding value: the value chain and the value system – the contribution of Porter
      • 4.5 Resource analysis and competitive advantage – the resource-based view (RBV)
      • 4.6 Identifying which resources and capabilities deliver sustainable competitive advantage
      • 4.7 Analysing other important company resources: especially human resources
    • 5 Strategy dynamics
      • 5.1 Dynamics of previous history
      • 5.2 Dynamic capabilities
      • 5.3 Upgrading capabilities: how to improve competitive advantage
      • 5.4 The dynamics of an organisation’s changing and uncertain environment
      • 5.5 Competitive warfare dynamics
      • 5.6 Uncertainty-based strategic dynamics
    • 6 Prescriptive purpose delivered through mission, objectives and ethics
      • 6.1 Shaping the purpose of the organisation
      • 6.2 The purpose of the organisation: shareholders, stakeholders and ‘above average returns’
      • 6.3 Developing a strategic vision for the future
      • 6.4 Stakeholder power analysis
      • 6.5 Corporate governance and the purpose of the organisation
      • 6.6 Purpose shaped by ethics and Corporate Social Responsibility
      • 6.7 Developing the mission
      • 6.8 Developing the objectives
    • 7 Purpose emerging from innovation, new resources and technologies
      • 7.1 The benefits and problems of innovation
      • 7.2 Sources of innovation: market pull and technology push
      • 7.3 Blue Ocean innovation: the contribution of Kim and Mauborgne
      • 7.4 How to innovate: the ‘ideas’ process
      • 7.5 Paradigm shifts in new resources and technology
      • 7.6 General technology standards
      • 7.7 New resource development
  • Part 3 Developing the strategy
    • 8 Developing business-level strategy options
      • 8.1 Purpose and the SWOT analysis – the contribution of Andrews
      • 8.2 Environment-based options: generic strategies – the contribution of Porter
      • 8.3 Environment-based strategic options: the market options matrix
      • 8.4 Environment-based strategic options: the expansion method matrix
      • 8.5 Resource-based strategic options: the resource-based view
      • 8.6 Resource-based strategic options: cost reduction
    • 9 Developing corporate-level strategy options
      • 9.1 Corporate-level strategy: the benefits and costs of diversifying
      • 9.2 Corporate options: degrees of diversification
      • 9.3 Corporate strategy and the role of the centre – the principle of parenting
      • 9.4 Corporate strategy: decisions about the company’s diversified portfolio of products
      • 9.5 The tools of corporate-level options: from acquisitions to restructuring
    • 10 Strategy evaluation and development: the prescriptive process
      • 10.1 Prescriptive strategy content: evaluation against six criteria
      • 10.2 Strategy evaluation: procedures and techniques
      • 10.3 Applying empirical evidence and guidelines
      • 10.4 The classic prescriptive model of strategic management: exploring the process
    • 11 Finding the strategic route forward from knowledge, learning and networks
      • 11.1 Knowledge-based strategy
      • 11.2 Learning-based strategy
      • 11.3 Network-based strategy
      • 11.4 Co-operation-based strategies
    • 12 Organisational structure, style and people issues
      • 12.1 Strategy before structure?
      • 12.2 Building the organisation’s structure: basic principles
      • 12.3 The choice of management style and culture
      • 12.4 Types of organisational structure
      • 12.5 Organisational structures for innovation
      • 12.6 Motivation and staffing in strategy implementation
  • Part 4 The implementation process
    • 13 Implementing and controlling the strategic plan
      • 13.1 The nature and limitations of the implementation process
      • 13.2 Objectives, task setting and communicating the strategy
      • 13.3 Resource allocation
      • 13.4 Information, monitoring and control
      • 13.5 The Balanced Scorecard: the contribution of Kaplan and Norton
      • 13.6 Prescriptive strategic planning
      • 13.7 What is a business model?
    • 14 Green strategy and sustainability
      • 14.1 Green strategy and sustainability: the main topics
      • 14.2 Green strategy: environmental analysis
      • 14.3 Green strategy: analysing resources and capabilities
      • 14.4 Green strategy: stakeholders and organisational purpose
      • 14.5 Green strategy: knowledge, technology and innovation
      • 14.6 Green strategy: strategic options and choice
      • 14.7 Implementing green strategies
    • 15 Managing strategic change
      • 15.1 The basic concept of strategic change
      • 15.2 Analysing the causes of strategic change
      • 15.3 Prescriptive approaches to managing strategic change
      • 15.4 Emergent approaches to managing change
      • 15.5 Developing a strategic change programme
  • Part 5 Different strategy contexts
    • 16 Strategic leadership
      • 16.1 What is strategic leadership?
      • 16.2 What makes a successful leader?
      • 16.3 How leadership roles change over time
      • 16.4 How leaders cope with power
      • 16.5 Successful strategic leadership
    • 17 Entrepreneurial strategy
      • 17.1 Entrepreneurial strategy: theory and practice
      • 17.2 Entrepreneurial strategy: personal aspects and risk taking
      • 17.3 The four drivers of entrepreneurial strategy: imagination, ideas, invention and innovation
      • 17.4 Entrepreneurial strategy: competitive advantage and ownership
      • 17.5 Implementing entrepreneurial strategy
    • 18 Government, public sector and not-for-profit strategies
      • 18.1 Analysing the strategic environment in public sector strategy
      • 18.2 Analysing resources in the public and not-for-profit sectors
      • 18.3 Exploring the purpose of public and not-for-profit organisations
      • 18.4 Context, content and process in public sector strategy
      • 18.5 Implementation in public sector strategy
    • 19 International expansion and globalisation strategies
      • 19.1 International expansion and globalisation: their meaning and importance
      • 19.2 World trade and the international expansion theories
      • 19.3 Influence of institutions involved in international trade
      • 19.4 International and global expansion: the company perspective
      • 19.5 Developing international relationships such as alliances and joint ventures
  • Glossary
  • Index

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