Exploring Corporate Strategy
972 pages, parution le 01/01/1999
(5eme édition)
Résumé
Undergraduate and Graduate Strategic Management, Corporate
Strategy, Business Policy, Organizational Policy, Corporate
Policy, and International Strategic Management
courses.
The purpose of this book is to develop a greater capability for strategic thinking among managers and potential managers. The book explores strategy in terms of analysis, planning, strategic development, and change within a cultural and political context.
The purpose of this book is to develop a greater capability for strategic thinking among managers and potential managers. The book explores strategy in terms of analysis, planning, strategic development, and change within a cultural and political context.
Features
- The Best-Selling European Strategy Text, the book provides an understanding of what corporate strategy is; why strategic decisions are important; approaches to formulating and implementing strategy; and the role of managers, at all levels, in the strategic management process.
- Written with the purpose of discussing the needs of the manager in understanding strategic problems in many different organizations.
- Focuses on context-the authors recognize that managers contribute to successful strategy not only through their own direct efforts, but also through shaping the context in which other people work.
- Focuses on strategic change-how strategy helps a manager cope with today's environment of rapid change.
- Helps the reader reconcile the complex issues of strategy with an understanding of the human and social side of management.
- Strong emphasis on international context, and the impact on corporate strategy.
Contents
I. INTRODUCTION.
1. Corporate
Strategy: an Introduction.
2. Strategic Management in Practice.
2. Strategic Management in Practice.
II. STRATEGIC ANALYSIS.
3. Analyzing
the Environment.
4. Resources, Competences and Strategic Capability.
5. Stakeholder Expectations and Organizational Purposes.
4. Resources, Competences and Strategic Capability.
5. Stakeholder Expectations and Organizational Purposes.
III. STRATEGIC CHOICE.
6. Bases of
Strategic Choice.
7. Strategic Options: Directions and Methods of Development.
8. Strategy Evaluation and Selection.
7. Strategic Options: Directions and Methods of Development.
8. Strategy Evaluation and Selection.
IV. STRATEGY IMPLEMENTATION.
9.
Organization Structure and Design.
10. Resource Allocation and Control.
11. Managing Strategic Change.
10. Resource Allocation and Control.
11. Managing Strategic Change.
CASE STUDIES.
A Guide to
Using Case Studies.
Guide to Main Focus of Cases.
British Steel.
Strategy Development at New Town Council.
Strategy Development at Castle Press.
The Pharmaceutical Industry.
The European Brewing Industry.
Brasseries Kronenbourg.
The Brewery Group Denmark: Faxe, Ceres and Thor.
Laura Ashley Holdings plc.
The Iona Community.
Sheffield Theatres Trust.
Fisons: the Fall from Grace.
A note on the World Automobile Industry.
PSA Peugeot Citroen.
The Rover/Honda Alliance.
The BMW Acquisition of the Rover Group.
Coopers Creek and the New Zealand Wine Industry.
The News Corporation.
Nokia: the Consumer Electronics Business.
International Service Systems A/S (ISS).
Doman Synthetic Fibres plc.
The Royal Alexandra Hospital.
The United Nations Development Programme.
A Strategy for Change at KPMG.
Burmah Castrol Chemicals Group.
Index of Companies and Organizations.
General Index.
Guide to Main Focus of Cases.
British Steel.
Strategy Development at New Town Council.
Strategy Development at Castle Press.
The Pharmaceutical Industry.
The European Brewing Industry.
Brasseries Kronenbourg.
The Brewery Group Denmark: Faxe, Ceres and Thor.
Laura Ashley Holdings plc.
The Iona Community.
Sheffield Theatres Trust.
Fisons: the Fall from Grace.
A note on the World Automobile Industry.
PSA Peugeot Citroen.
The Rover/Honda Alliance.
The BMW Acquisition of the Rover Group.
Coopers Creek and the New Zealand Wine Industry.
The News Corporation.
Nokia: the Consumer Electronics Business.
International Service Systems A/S (ISS).
Doman Synthetic Fibres plc.
The Royal Alexandra Hospital.
The United Nations Development Programme.
A Strategy for Change at KPMG.
Burmah Castrol Chemicals Group.
Index of Companies and Organizations.
General Index.
Exploring Corp. Strategy 4/E
L'auteur - Gerry Johnson
Gerry Johnson est professeur de management stratégique à l'University of Strathclyde Graduate School of Business après avoir enseigné à la Cranfield School of Management. Il intervient régulièrement dans des universités en Europe, aux États-Unis et en Australie. Ses travaux concernent principalement les processus stratégiques et le changement dans les organisations. Il est aussi consultant.
L'auteur - Kevan Scholes
Kevan Scholes est consultant en stratégie. Ses interventions l'ont conduit dans le monde entier et l'ont amené à s'intéressera la fois au secteur privé et au secteur public. Il donne également des cours de management stratégique à la Sheffield Hallam University, au Royaume-Uni.
Caractéristiques techniques
| PAPIER | |
| Éditeur(s) | Prentice Hall |
| Auteur(s) | Gerry Johnson, Kevan Scholes |
| Parution | 01/01/1999 |
| Édition | 5eme édition |
| Nb. de pages | 972 |
| Format | 19 x 24,7 |
| Couverture | Broché |
| Poids | 1660g |
| Intérieur | Noir et Blanc |
| EAN13 | 9780130807403 |
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