1,722,010 research outputs found
Foundations of strategy
No full textFoundations of Strategy is a new concise text aimed at both undergraduate students and Masters students. With the needs of these students in mind, Robert Grant and Judith Jordan write in an accessible style, with a clear, comprehensive approach and sound theoretical depth. Extensive teaching materials such as Case Teaching notes, an Instructor’s Manual, Test Bank and PPT slides are available on an accompanying website – www.foundationsofstrategy.com The website also features extra, longer cases written by Robert Grant and access to a simulation for use in teaching. Students have access to the entire text as an e–book with embedded video clips for each case study, and self test questions to check understanding
Comporary Strategy Analysis 7th Edition
No full textIn this most accessible strategy text, Robert M. Grant combines clarity of exposition with concentration on the fundamentals of value creation and an emphasis on practicality. The seventh edition, a greater focus on strategy implementation reflects the needs of firms to reconcile scale economies with entrepreneurial flexibility, globalization with local responsiveness and innovation with cost efficiency.
Promising new approaches to strategy analysis featured include the role of complementarity, the use of real options to analyze flexibility, the nature of complexity and the potential for self-organization, and the role of legitimacy and its relevance to corporate social responsibility
The future of management: where is Gary Hamel leading us?
No full textIn his new book, The Future of Management, Gary Hamel is once again inciting managers to revolt. His indictment of current management practices rests on two propositions. First,
that most management systems and principles are founded on a hopelessly obsolete management paradigm. Second, that management innovation represents the ultimate
source of competitive advantage. Despite his infectious enthusiasm for discontinuous change, Hamel’s thesis is far from convincing. While he is surely right that changes in the
business environment and new technologies will drive far-reaching changes in structures, systems and leadership styles, it is not evident that these adaptations require a new
management paradigm. Nor is it obvious that 21st century management will be based upon distributed innovation, participative decision making and market-based mechanisms.
This article argues that the future of management is more likely to involve the extension of existing management principles and practices to embrace higher levels of complexity e particularly multidimensional integration e accompanied by greater reliance upon informal structures and systems, including self-organization. These changes imply different leadership styles and approaches to decision making, but not e as Hamel advocates e the
wholesale dismantling of existing management practices or the principles that underpin them
Contemporary Strategy Analysis
No full textThe purpose of Contemporary Strategy Analysis is to equip managers and student of management with the core concepts, frameworks, and techniques of strategic managemnet that will allow them to make better decisions both for their companies and themselves. To achieve this I have written a book that endeavors to be both rigorous and relevan
Key actors in the hydrocarbons industry and company strategies
No full textThe chapters analyze the evolution of the corporate strategies of the major companies within the international oil and gas industry during recent decades
Why strategy teaching needs to be theory based
No full textThe rivalry between “business policy” and “strategy analysis” that played out at Harvard Business School during the 1980s remains an unresolved debate in strategic management teaching. I argue that developing managers with the knowledge and insight needed to make sound strategic decisions and guide the development of their organizations is best served by strategy teaching that is rooted in theory. My argument is based upon my observations of how complex business situations are understood by the actors involved and the basis upon which they form their judgments. To the extent that complex strategic situations are perceived through a cognitive framework, then it is better such frameworks are derived from empirically validated theory than from folk wisdom, the gospel according to Warren Buffett, or an atheoretic classificatory system (such as SWOT analysis)
Contemporary strategy analysis: text and cases
No full textRobert M. Grant combines a highly accessible writing style with a concentration on the fundamentals of value creation and an emphasis on practicality in this leading strategy text.
In this new edition, he includes an even greater focus on strategy implementation that reflects the needs of firms to reconcile scale economies with entrepreneurial flexibility, innovation with cost efficiency, and globalization with local responsiveness. This edition also incorporates some of the key strategic issues of today including: post-financial crisis adjustment, the continuing rise of China, India and Brazil, and the increased emphasis on ethics and sustainability. Coverage is also provided on strategy in not-for-profit organizations.
Contemporary Strategy Analysis, 8th Edition, is suitable for both MBA and advanced undergraduate students. It has been adopted by leading business schools all across the world
Strategic management in a NewEra
No full textL’attuale crisi finanziaria sta avendo un grande impatto sul sistema economico mondiale e sulle imprese che in esso operano.
I manager reagiscono mettendo in atto un insieme di politiche volte a:
1. ridurre l’orizzonte temporale di previsione
2. rivedere piani e budget su base quasi giornaliera
3. focalizzare l’attenzione sulla liquidità e la solidità dell’impresa
4. raccogliere e analizzare tempestivamente informazioni sull’evoluzione ambientale
5. sfruttare l’occasione per acquisire imprese e rami aziendali a prezzo di liquidazione.
La crisi finanziaria in corso è tuttavia solo uno dei sintomi della nuova era di turbolenza e di incertezza che dovremo affrontare negli anni a venire.
Altre caratteristiche importanti sono una crescita economica lenta e volatile, la transizione da un’economia industriale a un’economia della conoscenza e l’aumento della responsabilità sociale delle imprese.
L’ingresso in questa nuova “era dell’incertezza” impone alle imprese di modificare gli strumenti e i modelli di management che attualmente utilizzano.
Per vincere la sfida, i manager dovranno, infatti, concentrare la loro attenzione sui driver di creazione di valore, fondare il vantaggio competitivo aziendale su numerose competenze e risorse aziendali e sviluppare assetti organizzativi in grado di supportare allo stesso tempo flessibilità ed efficienza
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