This book is the original text by H. Igor Ansoff, the pioneer of Strategic Management'. This is the founding work on Strategic Management, a concept at the core of modern business. This book is a ground-breaking approach to modelling strategic capability and strategic choice that has influenced an entire generation of managers and strategists.
Eventually he joined the management side of Lockheed. Here he led a
diversification task force and as manager transformed an ailing engineering
division, restoring it to profitability. Later Ansoff moved to academia. In 1969 he
founded Vanderbilt University's Graduate School of Management where, despite
much resistance, he insisted on a multinational orientation. He also conducted
research demonstrating that firms which diversify using strategic planning do
better than those that ...
At last – a systematic critique of the scientific discourse of strategic management. This fantastic book uncovers scholars' unquestioned assumptions and shows that by upholding these assumptions researchers obscure the paradoxical nature of strategic reasoning. To uncover the paradoxes of strategic management the author refers to the philosophy of Jacques Derrida. He delves into the internal contradictions that inevitably occur when theorizing about corporate strategy along the dimensions strategy context, process, and content and shows how these paradoxes can enrich future thinking about strategic problems.
Whereas the strategic planning orientation of the 70s and early 80s was still
dominated by a belief in feasibility, rationality, and the smooth implementation of
prefabricated strategies by top management, strategic management sharpened
our understanding of possible pitfalls during planning and put more emphasis on
the 'messy' realization of strategic plans. Moreover, the unavoidable paradoxes
and dilemmas that occur within strategizing are increasingly discussed when
writers ...
This leading strategy text presents the complexities of strategic management through up-to-date scholarship and hands-on applications. Highly respected authors Charles Hill and Gareth Jones integrate cutting-edge research on topics including corporate performance, governance, strategic leadership, technology, and business ethics through both theory and cases. Based on real-world practices and current thinking in the field, the Eighth Edition of Strategic Management features an increased emphasis on the concept of the business model as a way of framing the issues of competitive advantage. The high-quality case study program has been expanded to 34 cases covering small, medium, and large companies of varying backgrounds. All cases are available in the main student text, the core case text, and now in a customizable casebook that instructors can create via the HMXChange Case Database. Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.
Students trying to navigate the strategy jungle may lose sight of the fact that strategic management is about creating value in an organization. Understanding strategic management is a core part of all business qualifications and this textbook brings a new and easy-to-follow understanding of this vital business function. In addition to walking the student through the basics of the subject, the authors provide an array of analytical tools to help facilitate a thorough understanding of strategic management. The book addresses thoroughly the impact of financial markets on a firm’s strategic capabilities, as well as looking at other challenging environmental factors. Aided by an array of student-friendly features, such as: learning objectives, 'strategic management in practice' case studies and review questions in each chapter, Strategic Management will help students to excel in their strategic management classes and better prepare them for the real business world. A comprehensive companion website, containing a wealth of supplementary materials for students and lecturers alike, is available at: http://www.routledge.com/cw/fitzroy.
Peter Fitzroy is a Professor in the MBA programme at Monash University in
Melbourne, Australia where he has taught Strategic Management for several
years. He has held appointments at a number of institutions including Columbia
University, the University of Illinois, the Manchester Business School, the
Wharton School of the University of Pennsylvania, the University of Waterloo and
Purdue University. He also has extensive experience in lecturing on management development ...
This fully revised and updated second edition of Information Systems Strategic Management continues to provide an accessible yet critical analysis of the strategic aspects of information systems. The second edition again covers the relevant practical and theoretical material of information systems, supported by extensive case studies, student activities, and problem scenarios. The ISS issues will be fully integrated into current thinking about corporate strategy, addressing the fact that a range of emerging strategic issues are often ill addressed in IS strategy books, which also fail to differentiate between IT, the application of technology, and IS, the participative, human-centred approaches to information and knowledge management. Specific changes include Expansion and internationalisation of case studies Broader focus beyond social and critical theory New chapters on strategy and e-business, strategic management as a technical or social process, strategic implications of information security, applications portfolio, and technology management. The focus on strategic issues and the integration of IT and IS issues ensures this text is ideal for MBA students studying MIS, as well as being suitable for MSC students in IS/IT.
Leadership and the traditional concept of what makes an effective leader is being challenged in the 21st century. Today, many teams are dispersed across time, geography, and cultures and coordinating those team using traditional concepts of leadership and management has been challenging. Strategic Management and Leadership for Systems Development in Virtual Spaces provides insights into the relationship between leadership and information systems development within online environments as well as strategies for effectively managing virtual teams. Focusing on opportunities as well as challenges associated with e-collaboration and managing remote workers, this peer-reviewed collection of research is designed for use by business professionals, scholars, and researchers in the fields of information science and technology, business and management, sociology, and computer science.
Focusing on opportunities as well as challenges associated with e-collaboration and managing remote workers, this peer-reviewed collection of research is designed for use by business professionals, scholars, and researchers in the fields of ...
Here we are with the second edition of Strategic Management in Tourism. It has
been a long time, and I would like to apologize to the adopters of the book.
Nevertheless, the long wait has meant that the second edition has been able to
be designed in terms of new insights, updated concepts and a new articulation of
themes. Part I is now an enlarged element of the text and combines an analysis
of the new tourism environment, economic development, tourism forecasting and
new ...
Strategic management 5e is essential reading for all students of strategy at undergraduate, diploma and MBA level. Structured around a traditional analysis, formulation and implementation framework, based on a mini-case approach, and supported by unrivalled supplementary resources, John Thompson's accessible text encourages students to think about strategy through the successes and failures of real companies. In addition, the unrivalled subject coverage introduces readers to topics of contemporary interest including emergent strategy, entrepreneurship, and leadership.
The company has a chairman, a board of directors and a management structure,
as do most companies, but parallel to this commercial structure stands a second
structure which represents the interests of the ordinary worker who is also a
partner in John Lewis. While a partner working in a department in a store cannot
directly influence management decisions, as a result of the partnership and its
constitution the ordinary workers are again in ultimate control of the company for
which ...
