Fundamentals of Strategic Management emphasizes strategy in action, exposing students to real-world examples, practical applications, and strategic theory. Designed specifically for business majors enrolled in the undergraduate capstone course, this brief text takes a clear, concise approach to strategic management and incorporates material from practitioner sources such as Harvard Business Review and Business Week. The author poses a central question--"What makes a business successful?"--to form the basis of discussion for each chapter. One chapter is devoted entirely to corporate governance and social responsibility; coverage of these timely issues is also integrated throughout the program. Boxed examples, end-of-chapter continuing cases, and diagrams and models enhance students' understanding of management concepts.
Fundamentals of Strategic Management emphasizes strategy in action, exposing students to real-world examples, practical applications, and strategic theory. Designed specifically for business majors enrolled in the undergraduate capstone course, this brief text takes a clear, concise approach to strategic management and incorporates material from practitioner sources such as Harvard Business Review and Business Week. The author poses a central question--"What makes a business successful?"--to form the basis of discussion for each chapter. One chapter is devoted entirely to corporate governance and social responsibility; coverage of these timely issues is also integrated throughout the program. Boxed examples, end-of-chapter continuing cases, and diagrams and models enhance students' understanding of management concepts.
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Für höhere Schule und Studium
Illustrationen
Maße
Höhe: 253 mm
Breite: 206 mm
Dicke: 11 mm
Gewicht
ISBN-13
978-0-618-42759-8 (9780618427598)
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Schweitzer Klassifikation
I. Strategic Management Context 1. Overview of Strategic Management 2. Mission, Stakeholders, Governance, and Social Responsibility II. Situation Analysis 3. The External Environment: Assessing Competitive Opportunities and Threats 4. The Internal Environment: Assessing a Firm's Competencies and Competitive Advantages III. Strategic Choice 5. Business-Level Strategy: Building Competitive Advantage in a Single Business 6. Corporate-Level Strategy: Gaining Advantage by Managing a Portfolio of Businesses 7. International Strategy: Gaining Advantage Through Global Expansion 8. Functional-Level Strategy: Building Functional Capabilities for Strategic Performance IV. Strategy Implementation 9. Implementing Strategy: Organizing Tasks and Allocating Resources V. Evaluating Performance 10. Evaluation and Control: Designing and Implementing Strategic Control Systems