Contemporary Strategy Analysis (Record no. 59125)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 04617nam a2200169Ia 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 140223b2013 xxu||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9781119941880 |
| Terms of availability | 0.00 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.4012 |
| Item number | GRA |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Grant, Robert M. |
| 245 ## - TITLE STATEMENT | |
| Title | Contemporary Strategy Analysis |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 8th ed |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc. | San Francisco |
| Name of publisher, distributor, etc. | John and Wiley Sons, Inc. |
| Date of publication, distribution, etc. | 2013 |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 460p |
| 500 ## - GENERAL NOTE | |
| General note | note: 1.The Concept of Strategy Introduction and Objectives The Role of Strategy in Success The Basic Framework for Strategy Analysis A Brief History of Business Strategy Strategy Today How Is Strategy Made? The Strategy Process Strategic Management of Not-For-Profit Organizations Summary Self-Study Questions Notes 2.Goals, Values, and Performance Strategy as a Quest for Value Putting Performance Analysis into Practice Beyond Profit: Values and Corporate Social Responsibility Beyond Profit: Strategy and Real Options 3.Industry Analysis: The Fundamentals From Environmental Analysis to Industry Analysis Analyzing Industry Attractiveness Applying Industry Analysis to Forecasting Industry Profitability Using Industry Analysis to Develop Strategy Contents note continued: Defining Industries: Where to Draw the Boundaries From Industry Attractiveness to Competitive Advantage: Identifying Key Success Factors 4.Further Topics in Industry and Competitive Analysis Extending the Five Forces Framework Dynamic Competition: Hypercompetition, Game Theory, and Competitor Analysis Segmentation and Strategic Groups 5.Analyzing Resources and Capabilities The Role of Resources and Capabilities in Strategy Formulation Identifying Resources and Capabilities Appraising Resources and Capabilities Developing Strategy Implications 6.Organization Structure and Management Systems: The Fundamentals of Strategy Implementation From Strategy to Execution Contents note continued: Organizational Design: The Fundamentals of Organizing Organizational Design: Choosing the Right Structure 7.The Sources and Dimensions of Competitive Advantage How Competitive Advantage Emerges and Is Sustained Types of Competitive Advantage: Cost and Differentiation Cost Analysis Differentiation Analysis Implementing Cost and Differentiation Strategies 8.Industry Evolution and Strategic Change The Industry Life Cycle Managing Organizational Adaptation and Strategic Change Managing Strategic Change 9.Technology-based Industries and the Management of Innovation Competitive Advantage in Technology-intensive Industries Which Mechanisms Are Effective at Protecting Innovation? Contents note continued: Strategies to Exploit Innovation: How and When to Enter Competing for Standards Implementing Technology Strategies: Creating the Conditions for Innovation 10.Competitive Advantage in Mature Industries Competitive Advantage in Mature Industries Strategy Implementation in Mature Industries: Structure, Systems, and Style Strategies for Declining Industries 11.Vertical Integration and the Scope of the Firm Transaction Costs and the Scope of the Firm The Benefits and Costs of Vertical Integration Designing Vertical Relationships 12.Global Strategy and the Multinational Corporation Implications of International Competition for Industry Analysis Contents note continued: Analyzing Competitive Advantage in an International Context Applying the Framework: International Location of Production Applying the Framework: Foreign Entry Strategies Multinational Strategies: Global Integration versus National Differentiation Strategy and Organization within the Multinational Corporation 13.Diversification Strategy Trends in Diversification over Time Motives for Diversification Competitive Advantage from Diversification Diversification and Performance The Meaning of Relatedness in Diversification 14.Implementing Corporate Strategy: Managing the Multibusiness Firm The Role of Corporate Management Managing the Corporate Portfolio Managing Individual Businesses Managing Linkages across Businesses Contents note continued: Managing Change in the Multibusiness Corporation Governance of Multibusiness Corporations 15.External Growth Strategies: Mergers, Acquisitions, and Alliances Mergers and Acquisitions: Causes and Consequences Strategic Alliances 16.Current Trends in Strategic Management Introduction The New Environment of Business New Directions in Strategic Thinking Redesigning Organizations The Changing Role of Managers |
| 890 ## - | |
| -- | USA |
| 995 ## - RECOMMENDATION 995 [LOCAL, UNIMARC FRANCE] | |
| -- | GRA |
| -- | 011853 |
| -- | MGT-ENT |
| -- | 7326.65 |
| -- | 0 |
| -- | 049 |
| -- | IN1492 |
| -- | 0 |
| -- | 0.00 |
| -- | 11017.52 33.50% SD - SD |
| -- | 20140306 |
| -- | C |
| -- | 20140313 |
| -- | Kushal Books |
| -- | General |
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