Volberda, Morgan and Reinmoeller have joined with Hitt, Ireland and Hoskisson to develop a truly landmark strategic management textbook that is ideally suited for courses in Europe, the Middle East and Africa as well as other global markets. With a new process perspective to supplement the text's trademark integrated approach, Strategic Management: Competitiveness and Globalization provides the most comprehensive and thorough coverage of strategic management now available in the market. Cengage Learning's CourseMate brings course concepts to life with interactive learning, study, and exam preparation tools that support the printed textbook and the textbook-specific website. CourseMate includes an integrated eBook, interactive teaching and learning tools including quizzes, flashcards, videos, and more, and an EngagementTracker, a first-of-its-kind tool that monitors student engagement in the course. Strategic Management has been shortlisted for the 2011/12 CMI Management Book of the Year awards in the ebook and Management and Leadership Textbook categories. More information about the CMI and the competition can be found here http://yearbook.managers.org.uk/index5.htm.
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Henk W. Volberda is Professor of Strategic Management and Business Policy and Director Knowledge Transfer at the Rotterdam School of Management, Erasmus University where he previously served as Chair of the Department of Strategic Management and as Vice-Dean of the Business School. He is director of the Erasmus Strategic Renewal Centre (ESR) and Fellow and Director of the Strategy Research Program of the Erasmus Research Institute of Management (ERIM). He is also Chairman of the Executive Board and Scientific Director of the top institute INSCOPE: Research for Innovation, and Board member of the Netherlands Institute for Social Innovation (NCSI). Moreover, he is Vice-President of the European Academy of Management (EURAM) and Chair of the Interest Group Strategic Management. Robert E. Morgan is holds the Sir Julian Hodge Chair and is Professor of Marketing and Strategy at Cardiff Business School, Cardiff University. He has been Visiting Scholar at INSEAD and Visiting Professor at the ALBA Graduate School of Business. Having published more than one hundred scholarly articles in marketing, his recent research focuses on mainstream strategy and the marketing and strategy interface. From this research articles from his: capabilities-based projects have appeared in the Strategic Management Journal, Journal of Business Research and Long Range Planning; international entrepreneurship projects have appeared in the Journal of the Academy of Marketing Science and the Journal of International Marketing; and, organizational learning projects have appeared in the Journal of Management Studies, British Journal of Management and Industrial Marketing Management. He is the recipient of many research distinctions and excellence awards for his management writing and teaching. He serves on the Editorial Review Boards of six international journals and was, until recently, Co-Editor of International Marketing Review. Rob Morgan has been engaged as a Special UK Government Advisor since 1997 drawing upon his research expertise in international entrepreneurship. He has conducted extensive government advisory work ranging from the carrying out of tailored primary research activities through to project impact, evaluation and assessment of policy initiatives. Patrick Reinmoeller is Professor of Strategic Management at Cranfield University's Cranfield School of Management. As Visiting Professor at ICS and IIR, Hitotsubashi University (Tokyo), LIUC University Castellanza (Italy) and St. Gallen University (Switzerland) he has lead workshops with practitioners, graduate students and PhD seminars. Dr. Reinmoeller is a member of the editorial board of the International Journal of Learning and Intellectual Capital, International Journal of Technology Intelligence and Planning, International Journal of Strategic Change Management. He reviews for Academy of Management Review, Organization Science, Organization Studies, MIT Sloan Management, Journal of Management Studies, and other leading journals, and he has won reviewer awards at the Academy of Management. He is active in executive education and consulting in the areas of strategy development, implementation, and innovation. He has worked with organizations such as Atos Origin, GSK Biologicals, IAEA, KPN, Schlumberger, Philips and others. R. Duane Ireland is a University Distinguished Professor and holder of the Conn Chair in New Ventures Leadership in the Mays Business School, Texas A&M University. He teaches strategic management courses at all levels. He has more than 200 publications. His research, which focuses on diversification, innovation, corporate entrepreneurship, strategic entrepreneurship, and the informal economy, has been published in an array of journals. He has served as a member of multiple editorial review boards and is a former editor of the Academy of Management Journal. He has been a guest editor for 12 special issues of journals. He is a past president of the Academy of Management. Dr. Ireland is a fellow of the Academy of Management and a fellow of the Strategic Management Society. He is a research fellow in the Global Consortium of Entrepreneurship Centers and received an award in 1999 for Outstanding Intellectual Contributions to Competitiveness Research from the American Society for Competitiveness. He received the Falcone Distinguished Entrepreneurship Scholar Award from Syracuse University in 2005, the USASBE Scholar in Corporate Entrepreneurship Award from USASBE in 2004, and the Riata Distinguished Entrepreneurship Scholar award from Oklahoma State University in 2014. He received awards for the best article published in Academy of Management Executive (1999), the Academy of Management Journal (2000), and the Journal of Applied Management and Entrepreneurship (2010). He received an Association of Former Students Distinguished Achievement Award for Research from Texas A&M University (2012). In 2014, Dr. Ireland was listed as a Thomson Reuters Highly Cited Researcher (a listing of the world's most influential researchers), and he was also listed as one of The World's Most Influential Scientific Minds (a listing of the top cited researchers in science around the globe). Distinguished Professor Michael A. Hitt holds Chairs in Business Leadership and New Ventures at Texas A&M University and received his Ph.D. from the University of Colorado. His recent publications include Downscoping: How to Tame the Diversified Firm (Oxford University Press), Strategic Management: Competitiveness and Globalization (South-Western), and Creating Value Through Mergers and Acquisitions (Oxford University Press). His journal articles have appeared in such journals as the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Applied Psychology, Organization Studies, Journal of Management Studies and Journal of Management. He has served on the editorial review boards of several journals, including Academy of Management Journal, Academy of Management Executive, Journal of Applied Psychology, Journal of World Business and Journal of Applied Behavioral Sciences. Furthermore, he served as consulting editor (1988-90) and editor (1991-1993) of Academy of Management Journal. He was co-editor of a 1995 special issue for Strategic Management Journal on Technological Transformation and the New Competitive Landscape. He has been or is currently a co-editor for special issues of Strategic Management Journal, Academy of Management Review, Journal of Engineering and Technology Management, and Academy of Management Executive. He is a past president of the Academy of Management. He received the 1996 Award for Outstanding Academic Contributions to Competitiveness and the 1999 Award for Outstanding Intellectual Contributions to Competitiveness Research, awarded by the American Society for Competitiveness. He is a member of the Academy of Management Journal's Hall of Fame and a Fellow in the Academy of Management. Robert E. Hoskisson is the George R. Brown Chair of Strategic Management at the Jesse H. Jones Graduate School of Business, Rice University. He received his Ph.D. from the University of California-Irvine. Dr. Hoskisson's research topics focus on corporate governance, acquisitions and divestitures, corporate and international diversification, and cooperative strategy. He teaches courses in corporate and international strategic management, cooperative strategy, and strategy consulting. He has coauthored 26 books, including recent books on business strategic and competitive advantage. Professor Hoskisson has served on several editorial boards for such publications as the Strategic Management Journal (current Associate Editor), Academy of Management Journal (Consulting Editor), Journal of International Business Studies (Consulting Editor), Journal of Management (Associate Editor) and Organization Science. His research has appeared in over 130 publications, including the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Organization Science, Journal of Management, Academy of Management Perspective, Academy of Management Executive, Journal of Management Studies, Journal of International Business Studies, Journal of Business Venturing, Entrepreneurship Theory and Practice, California Management Review, and the Journal of World Business. He is a fellow of the Academy of Management and a charter member of the Academy of Management Journal's Hall of Fame. He is also a fellow of the Strategic Management Society and has received awards from the American Society for Competitiveness and the William G. Dyer Alumni award from the Marriott School of Management, Brigham Young University. He completed three years of service as Representative-at-Large for the Board of Governors of the Academy of Management and currently serves as Past President and is on the Executive Committee of Board of Directors of the Strategic Management Society.Review:
PART I: STRATEGIC MANAGEMENT INPUTS 1 Strategic management and strategic competitiveness 2 The external environment 3 The internal organization 4 Integrating internal and external resources PART II: REFINING THE STRATEGIC ACTIONS 5 Business-level strategy 6 Competitive rivalry and competitive dynamics 7 Corporate-level strategy 8 Strategic acquisition and restructuring 9 International strategy 10 Cooperative strategy PART IIII: IMPLEMENTATION OF STRATEGIC ACTIONS 11 Strategic leadership 12 Corporate governance 13 Organizational structure and controls 14 Strategic entrepreneurship 15 Strategic renewal PART IV: INEGRATIVE CASES List of in-text opening and closing cases CHAPTER 1 Opening Case Airbus + Boeing Closing Case The Nano within Tata Group: Tata Motors' rise and a revolution in the global automotive industry CHAPTER 2 Opening Case Indian Oil Corporation Closing Case Does Google have the market power to ignore external pressures? CHAPTER 3 Opening Case Gazprom: Strong pipelines Closing Case RIM at the Edge: Privacy, Protection, Policy and Company Performance CHAPTER 4 Opening Case Muji: Designing with Markets Closing Case Japanese Manga, Publishers and Innovation Models CHAPTER 5 Opening Case Acer Group: Using a "Bare Bones" Cost Structure to Succeed in Global PC Closing Case BMW differentiates with MINI CHAPTER 6 Opening Case Vodafone Group PLC & Competition in the U.K. mobile phone network Closing Case GlaxoSmithKline: finding a balance between GSK's strategic change with tactical implications CHAPTER 7 Opening Case Fosters' Group Diversification into the Wine Business Closing Case The British Broadcasting Corporation (BBC) and Diversification Limits CHAPTER 8 Opening Case Cross-Border Acquisitions: Trends and Patterns Closing Case DaimlerChrysler is Now Daimler AG-The Failed Merger with Chrysler Corporation CHAPTER 9 Opening Case Entry into China by Foreign Firms and Chinese Firms Reaching for Global Closing Case Al Jazeera-Successful Transformation from a Regional to Global Channel CHAPTER 10 Opening Case Using Cooperative Strategies at IBM Closing Case BT and HP-Pursuing a successful strategic alliance CHAPTER 11 Opening Case Selecting a New CEO: The Importance of Strategic Leaders Closing Case Robert Polet, the ice cream man who made Gucci hot again CHAPTER 12 Opening Case Siemens Bribery Closing Case Europe's Enron - Parmalat CHAPTER 13 Opening Case Restructuring Nestle Closing Case Oticon's 'Spaghetti Organization'. CHAPTER 14 Opening Case The continuing innovation revolution at Nokia; The case of car navigation Closing Case The case of the Dutch Life Sciences sector CHAPTER 15 Opening Case Sustained strategic renewal at Royal Dutch Shell plc 1907-2009 Closing Case Novotel's Transformational Renewal Journey
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