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Strategy in action : strategic thinking, understanding and practice

Author: Gordon J Pearson
Publisher: New York : Prentice Hall, 1999.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:

Focussing on those aspects of management that are peculiarly strategic, this book aims to simplify rather than complicate. There are summaries of 20 key papers on strategy and eight case studies,  Read more...

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Document Type: Book
All Authors / Contributors: Gordon J Pearson
ISBN: 0134535804 9780134535807
OCLC Number: 40693875
Description: xiv, 462 pages : illustrations ; 23 cm
Contents: pt. 1. Strategy basics. 1. Organisations in context. 2. The strategic idea. 3. Strategy and objectives. 4. Corporate strategy --
pt. 2. Strategy frameworks. 5. Planning frameworks. 6. Evolutionary frameworks. 7. Portfolio frameworks. 8. Competitive strategy. 9. Transformational frameworks. 10. The contingency approach --
pt. 3. Strategic change and action. 11. Innovation and change. 12. Structure, culture and symbolism. 13. Creating innovative teams. 14. Implanting strategy --
pt. 4. Reading reviews. 1. T. Levitt, 'The dangers of social responsibility'. 2. T. Levitt, 'Marketing myopia'. 3. P.F. Drucker, 'Business realities'. 4. Boston Consulting Group, Perspectives on Experience. 5. Boston Consulting Group, The Product Portfolio. 6. M.E. Porter, 'How competitive forces shape strategy'. 7. Porter's Generic competitive strategies, various sources. 8. R.H. Hayes and W.J. Abernathy, 'Managing our way to economic decline'. 9. W.K. Hall, 'Survival strategies in a hostile environment'. 10. R.H. Hayes and D. Garvin, 'Managing as if tomorrow mattered'. 11. G.J. Pearson, 'Impacts of investment appraisal methods: a comparison of US and Japanese practices'. 12. W. Skinner, 'The productivity paradox'. 13. H. Mintzberg, 'The strategy concept I: Five Ps for strategy'. 14. H. Mintzberg, 'The strategy concept II: Another look at why organizations need strategies'. 15. G. Hamel and C.K. Prahalad, 'Strategic intent'. 16. M.E. Porter, 'Competitive advantage of nations'. 17. C.K. Prahalad and G. Hamel, 'The core competence of the corporation'. 18. G. Hamel and C.K. Prahalad, 'Corporate imagination and expeditionary marketing'. 19. M.E. McGill, J.W. Slocum, Jr. and D. Lei, 'Management practices in learning organizations'. 20. D.C. Wilson, 'A strategy of change: some conclusions'. 21. G. Hamel and C.K. Prahalad, 'Strategy as stretch and leverage'. 22. P.F. Drucker, Post-capitalist Society. 23. G. Morgan, 'Strategic termites'. 24. D.A. Garvin, 'Building a learning organization'. 25. T. Grundy, 'Putting value on strategy'. 26. M. Goold, A. Campbell and M. Alexander, Corporate level strategy: Creating value in the multibusiness company. 27. L.T. Hosmer, 'Strategic planning as if ethics mattered'. 28. S. Jonnson, 'Decoupling hierarchy and accountability: an examination of trust and reputation'. 29. M.E. Porter, 'What is strategy?'. 30. R. Whittington, 'Strategy as practice' --
pt. 5. Case studies. Hesketh Design Partnership. Grand Prix racing. Bird's the Confectioners Ltd. Harry Ramsden's Plc. Mills Office Equipment Ltd. Apres Shower. Autoliv AB. Guy Tobin Plc. British Industrial Adhesives Ltd. Baxters of Speyside Ltd. H & R Johnson Tiles Ltd.
Responsibility: Gordon Pearson.

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