strategic management Globalization
152731715
Strategic Management and Business Policy: Globalization, Innovation and Sustainability
PART 1 Introduction to Strategic Management and Business Policy CHAPTER 1 Basic Concepts of Strategic Management CHAPTER 2 Corporate Governance 42 CHAPTER 3 Social Responsibility and Ethics in Strategic Management 70 PART 2 Scanning the Environment 93 CHAPTER 4 Environmental Scanning and Industry Analysis 94 CHAPTER 5 Internal Scanning: Organizational Analysis 136 PART 3 Strategy Formulation 173 CHAPTER 6 Strategy Formulation: Situation Analysis and Business Strategy 174 CHAPTER 7 Strategy Formulation: Corporate Strategy 204 CHAPTER 8 Strategy Formulation: Functional Strategy and Strategic Choice 236 PART 4 Strategy Implementation and Control 269 CHAPTER 9 Strategy Implementation: Organizing for Action 270 CHAPTER 10 Strategy Implementation: Staffing and Directing 300 CHAPTER 11 Evaluation and Control 328 PART 5 Introduction to Case Analysis 363 CHAPTER 12 Suggestions for Case Analysis 364 PART 6 Cases in Strategic Management 1 1
Thomas L Wheelen J David Hunger Alan N Hoffman Charles E Bamford
106671683
Strategic Management: Competitiveness and Globalization (Concepts Cases)
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 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
Henk W Volberda Robert E Morgan Patrick Reinmoeller Michael A Hitt R Duane Ireland Robert E Hoskisson
154922789
STRATEGIC MANAGEMENT WITHIN THE TOURISM AND THE WORLD GLOBALIZATION
Within the world of tourism development, it is indisputable for strategic planning of tourism, especially for defining and existence of a development strategy for tourism. The implementation of the development strategy for tourism is determined by the functioning of strategic management in tourism. Strategic management is a proactive process of achieving long term compatibility of the corresponding field in planned tourism environment. This management is a profitable way for implementation of priority development goals in tourism, set by the national economy, which is affected by tourism development. Strategic management basically has all the necessary features that promise efficiency and effectiveness in achieving development goals in tourism. With increasing competition and globalization trends, dynamics and development of tourism is increasingly intensified, and strategic management to ensure efficient and effective business operations (resource management, management information systems, maintaining and developing relations with tourisms, expanding and development of the tourism business, managing to new and innovative tourism projects) Therefore the importance of strategic and operational management without successful parts of operations, threaten the development of the tourism component.
Zanina Kirovska
73640341
Strategic Management: Competitiveness and Globalization
Present the most thorough, up to date, and relevant collection of strategic management cases available in this market leading, comprehensive case text. Developed by highly respected experts and award winning instructors Hitt, Ireland and Hoskisson, STRATEGIC MANAGEMENT: COMPETITIVENESS AND GLOBALIZATION, CASES, 9E combines the latest cutting edge research in strategic management with impeccable scholarship and a practical global focus. A selection of 30 all new, compelling cases examines a broad range of critical strategic management issues confronting managers today in U.S. as well as global organizations. Many of these timely cases offer full financial data and all are supported by comprehensive Instructor's Case Notes to guide analyses. CengageNOW online teaching tools and a complete electronic business library help keep cases relevant and company data current. Count on this engaging, complete case book to provide the practical understanding today's readers need to apply strategic management tools and techniques to increase performance and strengthen an organization's competitive advantage.
Michael A Hitt R Duane Ireland Robert E Hoskisson
169954701
Strategic Management: Concepts: Competitiveness and Globalization
Robert E Hoskisson R Duane Ireland Michael A Hitt
168742777
Strategic Management of Clustering Policy During Provision of Sustainable Development
Analysis of the problems of sustainable development of territories shows that one of the main methods for solving is transition to strategic management of the policy of clustering. Strategic management of the policy of clustering is pre determined mainly by quick changes of external environment and emergence of hardly predictable economic and financial situations. An important precondition of transition to strategic management of the policy of clustering of territories is the process of globalization of the country's economy, which determines not only the necessity to use the resource potential effectively, but also to create conditions for creation and formation of new competitive advantages. Enterprises and organizations of small business should become their bearers. The Concept of long term socio economic development of the Russian Federation until 2020 sets one of the most important conditions for transition to innovational development as "creation of a network of territorial and production clusters which realize competitive potential of territories" Besides, the Strategy of innovational development of the Russian Federation until 2020 includes into the main goals of innovational policy of regions the transition to principles of innovational cluster policy. Thus, strategic documents of the federal level pay special attention to management of clustering policy through creation of a network of clusters which would allow increasing effectiveness of using competitive potential of territories and providing their sustainable development through development of the network of territorial and production clusters of subjects of small business.
Ulyana A Pozdnyakova Elena G Popkova Irina M Kuzlaeva Olga M Lisova Nelli A Saveleva
73664997
Strategic Management in African Firms: A Local Perspective
This paper favours a local approach to the strategic management of firms in Africa. Globalization and internationalization of world markets have upset the economic dynamics of African countries by allowing the private sector to become the predominant player in wealth creation. Business restructuring and privatization programs constitute an integral part of this new dynamic. Today, new management practices, new concepts and new strategic management tools are the predominant factors in determining how well African firms perform. As a result, the question arises as to whether the concepts, theories and classical methods of management are applicable to the background of these countries. By comparing the three most popular theoretical perspectives used in the field of strategy (institutional perspective, transactional costs perspective and resources based perspective) to the African context (based on four cases studies) we come to the conclusion that a local approach must be integrated to these three perspectives in order for African companies to fully succeed.
Alidou Ouedraogo
144922988
Globalization and internationalization in higher education: theoretical, strategic and management perspectives
globalization and internationalization in higher education globalization and internationalization in higher education theoretical strategic and management perspectives felix maringe nick foskett on amazon com free shipping on qualifying offers universities all over the world are increasingly recognising the challenges of globalization and the pressures towards internationalization this collection draws together a wealth of international, globalization and internationalization in higher education table of contents list of tables and figures contributors details
Sheila Trahar
55937831
Strategic Management and Firm Performance: A Study of Selected Manufacturing Companies in Nigeria
The study of strategic management has drawn so much attention among business practitioners and academic researchers in the last two decades as globalization came fully into limelight. However, in Nigeria, there are few empirical studies conducted to investigate the relationship between strategic management and firm performance. Thus, the main objective of this study was to provide further evidence on the effects of strategic management (SM) on the performance of manufacturing industries in Nigeria. Five large scale quoted manufacturing firms located in Lagos metropolis were selected. The study relied on primary data which were obtained using structured questionnaire administered to 50 purposively selected respondents of the selected firms. The data collected were analysed using Analysis of Variance (ANOVA) and correlation analysis as well as descriptive analysis in pursuance of the stated specific objectives of the study. The result showed that strategic management had significant effects on the profitability and operational performance of the selected manufacturing firms. Also, strategic management had positive relationship with the level of competition of the firms. This study concluded that the practice of strategic management is sine qua non in boosting firm performance in the manufacturing industries in Nigeria. Keywords: Strategic Management, Profitability, Operational Performance, Level of Competition
James Unam Monday Grace Oluyemisi Akinola Patrick Ologbenla Oluwatobilola K Aladeraji
106665334
Strategic Management of Global Manufacturing Networks: Aligning Strategy, Configuration, and Coordination
The preceding process of globalization and the continuously rising competitive pressure on manufacturing companies in more developed economies unveiled the limits of classical site focused optimization approaches. The focus of network optimization shifts ever more towards an integrative view of manufacturing networks, striving for a harmonization of the strategy configuration and coordination levels. This book presents such an integrative Approach to the strategic management of manufacturing networks. Besides strategic Network requirements, this book discusses the derivation of an optimal global footprint and the optimization of Network coordination activities. Special Attention is paid to the site roles concept, especially to the concept of "lead factory" A large number of up to date cases from the producing industry enrich the book and provide the Reader with vivid examples for the application of the presented concepts. Hence, this book is a must read for both practicioners and academic Researchers.
Thomas Friedli Andreas Mundt Stephan Thomas