Strategic management: formulation, implementation, and control
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston
McGraw-Hill Higher Education
2009
|
| Ausgabe: | 11. ed., internat. ed. |
| Schlagworte: | |
| Online-Zugang: | Contributor biographical information Inhaltsverzeichnis |
| Beschreibung: | Getr. Zählung Ill., graph. Darst., Kt. |
| ISBN: | 9780071263757 |
Internformat
MARC
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| 020 | |a 9780071263757 |c alk. paper |9 978-0-07-126375-7 | ||
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| 245 | 1 | 0 | |a Strategic management |b formulation, implementation, and control |c John A. Pearce II, Richard B. Robinson, Jr. |
| 250 | |a 11. ed., internat. ed. | ||
| 264 | 1 | |a Boston |b McGraw-Hill Higher Education |c 2009 | |
| 300 | |a Getr. Zählung |b Ill., graph. Darst., Kt. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Strategic planning | |
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| 856 | 4 | |u http://www.loc.gov/catdir/enhancements/fy0808/2007052594-b.html |3 Contributor biographical information | |
| 856 | 4 | 2 | |m GBV Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016498143&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-016498143 | ||
Datensatz im Suchindex
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|---|---|
| adam_text | IMAGE 1
MEN
FORMULATION, IMPLEMENTATION, AND CONTROL ELEVENTH EDITION JOHN A. PEARCE
II VILLANOVA SCHOOL OF BUSINESS VILLANOVA UNIVERSITY
RICHARD B. ROBINSON, JR.
MOORE SCHOOL OF BUSINESS UNIVERSITY OF SOUTH CAROLINA
BOSTON BURR RIDGE, IL DUBUQUE, IA MADISON, WL NEW YORK SAN FRANCISCO ST.
LOUIS BANGKOK BOGOTA CARACAS KUALA LUMPUR LISBON LONDON MADRID MEXICO
CITY MILAN MONTREAL NEW DELHI SANTIAGO SEOUL SINGAPORE SYDNEY TAIPEI
TORONTO
IMAGE 2
PART ONE
OVERVIEW OF STRATEGIC MANAGEMENT 1
CHAPTER 1 STRATEGIC MANAGEMENT 2
THE NATURE AND VALUE OF STRATEGIC MANAGEMENT 3 DIMENSIONS OF STRATEGIC
DECISIONS 4 FORMALITY IN STRATEGIC MANAGEMENT 7 BENEFITS OF STRATEGIC
MANAGEMENT 9 RISKS OF STRATEGIC MANAGEMENT 10 THE STRATEGIC MANAGEMENT
PROCESS 10
STRATEGIC MANAGEMENT AS A PROCESS 14 SUMMARY 16 KEY TERMS 16 QUESTIONS
FOR DISCUSSION 16 DISCUSSION CASE: CARLYLE CHANGES ITS STRIPES 17
PART TWO
STRATEGY FORMULATION 23
CHAPTER 2 COMPANY MISSION 24 WHAT IS A COMPANY MISSION? 25 THE NEED FOR
AN EXPLICIT MISSION 25
FORMULATING A MISSION 26 BASIC PRODUCT OR SERVICE; PRIMARY MARKET;
PRINCIPAL TECHNOLOGY 26 COMPANY GOALS: SURVIVAL; GROWTH; PROFITABILITY
28
COMPANY PHILOSOPHY 30 PUBLIC IMAGE 31 COMPANY SELF-CONCEPT 32 NEWEST
TRENDS IN MISSION COMPONENTS 34 AN EXEMPLARY MISSION STATEMENT 3 7
BOARDS OF DIRECTORS 38 AGENCY THEORY 39
HOW AGENCY PROBLEMS OCCUR 40 PROBLEMS THAT CAN RESULT FROM AGENCY 41
SOLUTIONS TO THE AGENCY PROBLEM 42 SUMMARY 42
KEY TERMS 43 QUESTIONS FOR DISCUSSION 43 DISCUSSION CASE: ANGER OVER CEO
PAY HAS PUT DIRECTORS ON THE HOT SEAT 43
APPENDIX BB&T VISION, MISSION, AND PURPOSE 45
CHAPTER 3
CORPORATE SOCIAL RESPONSIBILITY AND BUSINESS ETHICS 50 THE STAKEHOLDER
APPROACH TO SOCIAL RESPONSIBILITY 51
THE DYNAMICS OF SOCIAL RESPONSIBILITY 53 TYPES OF SOCIAL RESPONSIBILITY
56 CORPORATE SOCIAL RESPONSIBILITY AND PROFITABILITY 58
SARBANES-OXLEY ACT OF 2002 63 THE NEW CORPORATE GOVERNANCE STRUCTURE 66
PRIVATIZATION AS A RESPONSE TO
SARBANES-OXLEY 68 CSR S EFFECT ON THE MISSION STATEMENT 68 SOCIAL AUDIT
69 MANAGEMENT ETHICS 70
THE NATURE OF ETHICS IN BUSINESS 70 SATISFYING CORPORATE SOCIAL
RESPONSIBILITY 71 THE CORE OF THE CSR DEBATE 72
MUTUAL ADVANTAGES OF COLLABORATIVE SOCIAL INITIATIVES 74 FIVE PRINCIPLES
OF SUCCESSFUL COLLABORATIVE SOCIAL INITIATIVES 75 ASSEMBLING THE
COMPONENTS 79
THE LIMITS OF CSR STRATEGIES 81 THE FUTURE OF CSR 81 APPROACHES TO
QUESTIONS OF ETHICS 83 CODES OF BUSINESS ETHICS 84 MAJOR TRENDS IN CODES
OF ETHICS 86 SUMMARY 86 KEY TERMS 87 QUESTIONS FOR DISCUSSION 87
DISCUSSION CASE: THE POVERTY BUSINESS 87
XXI
IMAGE 3
XXII TABLE OF CONTENTS
CHAPTER 4
THE EXTERNAL ENVIRONMENT 93 THE FIRM S EXTERNAL ENVIRONMENT 94 REMOTE
ENVIRONMENT 94 ECONOMIC FACTORS 94
SOCIAL FACTORS 95 POLITICAL FACTORS 97 TECHNOLOGICAL FACTORS 98
ECOLOGICAL FACTORS 99 INTERNATIONAL ENVIRONMENT 102 INDUSTRY ENVIRONMENT
102 HOW COMPETITIVE FORCES SHAPE STRATEGY 102 CONTENDING FORCES 104
THREAT OF ENTRY 105 POWERFUL SUPPLIERS 108 POWERFUL BUYERS 108
SUBSTITUTE PRODUCTS 109 JOCKEYING FOR POSITION 110 INDUSTRY ANALYSIS AND
COMPETITIVE ANALYSIS 111
INDUSTRY BOUNDARIES 112 INDUSTRY STRUCTURE 113 COMPETITIVE ANALYSIS 115
OPERATING ENVIRONMENT 116
COMPETITIVE POSITION 116 CUSTOMER PROFILES 116 SUPPLIERS 118 CREDITORS
118
HUMAN RESOURCES: NATURE OF THE LABOR MARKET 118 EMPHASIS ON
ENVIRONMENTAL FACTORS 119 SUMMARY 123 KEY TERMS 123 QUESTIONS FOR
DISCUSSION 123 DISCUSSION CASE: SIEMENS CULTURE CLASH 124 APPENDIX
SOURCES FOR ENVIRONMENTAL FORECASTING 127
CHAPTER 5 THE GLOBAL ENVIRONMENT 129
130
GLOBALIZATION 130 DEVELOPMENT OF A GLOBAL CORPORATION WHY FIRMS
GLOBALIZE 132 STRATEGIC ORIENTATIONS OF GLOBAL FIRMS 133
AT THE START OF GLOBALIZATION 135 COMPLEXITY OF THE GLOBAL ENVIRONMENT
136 CONTROL PROBLEMS OF THE GLOBAL FIRM 137 GLOBAL STRATEGIC PLANNING
139
MULTIDOMESTIC INDUSTRIES AND GLOBAL INDUSTRIES 139 THE GLOBAL CHALLENGE
141
MARKET REQUIREMENTS AND PRODUCT CHARACTERISTICS 143 INTERNATIONAL
STRATEGY OPTIONS 144 COMPETITIVE STRATEGIES FOR FIRMS IN FOREIGN MARKETS
145 NICHE MARKET EXPORTING 145 LICENSING AND CONTRACT MANUFACTURING 146
FRANCHISING 147 JOINT VENTURES 147 FOREIGN BRANCHING 149 EQUITY
INVESTMENT 149
WHOLLY OWNED SUBSIDIARIES 150 SUMMARY 150 KEY TERMS 151 QUESTIONS FOR
DISCUSSION 151 DISCUSSION CASE: CHINA MOBILE S HOT SIGNAL 152 APPENDIX
COMPONENTS OF THE MULTINATIONAL
ENVIRONMENT 154
CHAPTER 6 INTERNAL ANALYSIS 156 SWOT ANALYSIS: A TRADITIONAL APPROACH TO
INTERNAL ANALYSIS 159
USING SWOT ANALYSIS IN STRATEGIC ANALYSIS 160 LIMITATIONS OF SWOT
ANALYSIS 163 VALUE CHAIN ANALYSIS 164 CONDUCTING A VALUE CHAIN ANALYSIS
166
RECOGNIZING THE DIFFICULTY IN ACTIVITY-BASED COST ACCOUNTING 168
RESOURCE-BASED VIEW OF THE FIRM 170 CORE COMPETENCIES 171
THREE BASIC RESOURCES: TANGIBLE ASSETS, INTANGIBLE ASSETS, AND
ORGANIZATIONAL CAPABILITIES 171 WHAT MAKES A RESOURCE VALUABLE? 173
USING THE RESOURCE-BASED VIEW IN INTERNAL ANALYSIS 177 INTERNAL
ANALYSIS: MAKING MEANINGFUL COMPARISONS 179
COMPARISON WITH PAST PERFORMANCE 179 BENCHMARKING: COMPARISON WITH
COMPETITORS 180 COMPARISON WITH SUCCESS FACTORS IN THE INDUSTRY 182
PRODUCT LIFE CYCLE 182 SUMMARY 184 KEY TERMS 185
QUESTIONS FOR DISCUSSION 185 DISCUSSION CASE: APPLE S BLUEPRINT FOR
GENIUS 185 APPENDIX A KEY RESOURCES ACROSS FUNCTIONAL AREAS 188
APPENDIX B USING FINANCIAL ANALYSIS 189
IMAGE 4
TABLE OF CONTENTS XXIII
CHAPTER 7
LONG-TERM OBJECTIVES AND STRATEGIES 198 LONG-TERM OBJECTIVES 199
QUALITIES OF LONG-TERM OBJECTIVES 200 THE BALANCED SCORECARD 202
GENERIC STRATEGIES 203 LOW-COST LEADERSHIP 203 DIFFERENTIATION 204 FOCUS
205
THE VALUE DISCIPLINES 206 OPERATIONAL EXCELLENCE 207 CUSTOMER INTIMACY
208 PRODUCT LEADERSHIP 210 GRAND STRATEGIES 211
CONCENTRATED GROWTH 211 MARKET DEVELOPMENT 214 PRODUCT DEVELOPMENT 216
INNOVATION 216 HORIZONTAL INTEGRATION 218
VERTICAL INTEGRATION 220 CONCENTRIC DIVERSIFICATION 221 CONGLOMERATE
DIVERSIFICATION 221 TURNAROUND 224 DIVESTITURE 226
LIQUIDATION 227 BANKRUPTCY 227- JOINT VENTURES 230 STRATEGIC ALLIANCES
232
CONSORTIA, KEIRETSUS, AND CHAEBOLS 235 SELECTION OF LONG-TERM OBJECTIVES
AND GRAND STRATEGY SETS 236 SEQUENCE OF OBJECTIVES AND STRATEGY
SELECTION 237 DESIGNING A PROFITABLE BUSINESS MODEL 237 SUMMARY 240 KEY
TERMS 240 QUESTIONS FOR DISCUSSION 240 DISCUSSION CASE: VW S NEW
STRATEGIC PLAN FOR THE UNITED STATES 241
CHAPTER 8
BUSINESS STRATEGY 245 EVALUATING AND CHOOSING BUSINESS STRATEGIES:
SEEKING SUSTAINED COMPETITIVE ADVANTAGE 246 EVALUATING COST LEADERSHIP
OPPORTUNITIES 247
EVALUATING DIFFERENTIATION OPPORTUNITIES 250 EVALUATING SPEED AS A
COMPETITIVE ADVANTAGE 253 EVALUATING MARKET FOCUS AS A WAY TO
COMPETITIVE ADVANTAGE 255
STAGES OF INDUSTRY EVOLUTION AND BUSINESS STRATEGY CHOICES 257
COMPETITIVE ADVANTAGE IN FRAGMENTED
INDUSTRIES 263 COMPETITIVE ADVANTAGE IN GLOBAL INDUSTRIES. 264 DOMINANT
PRODUCT/SERVICE BUSINESSES: EVALUATING AND CHOOSING TO DIVERSIFY TO
BUILD VALUE 265
GRAND STRATEGY SELECTION MATRIX 266 MODEL OF GRAND STRATEGY CLUSTERS 267
OPPORTUNITIES FOR BUILDING VALUE AS A BASIS FOR
CHOOSING DIVERSIFICATION OR INTEGRATION 269 SUMMARY 270 KEY TERMS 270
QUESTIONS FOR DISCUSSION 271
DISCUSSION CASE: DHL S AMERICAN STRATEGY 271
CHAPTER 9
MULTIBUSINESS STRATEGY 275 THE PORTFOLIO APPROACH: A HISTORICAL STARTING
POINT 278 THE BCG GROWTH-SHARE MATRIX . 278
THE INDUSTRY ATTRACTIVENESS-BUSINESS STRATEGY MATRIX 279 BCG S STRATEGIC
ENVIRONMENTS MATRIX 281 LIMITATIONS OF PORTFOLIO APPROACHES 282 THE
SYNERGY APPROACH: LEVERAGING CORE
COMPETENCIES 286 THE CORPORATE PARENT ROLE: CAN IT ADD TANGIBLE VALUE?
290 THE PARENTING FRAMEWORK 290
THE PATCHING APPROACH 293 SUMMARY 296 KEY TERMS 297 QUESTIONS FOR
DISCUSSION 297 DISCUSSION CASE: EBAY S CHANGING IDENTITY 298
PART THREE
STRATEGY IMPLEMENTATION, CONTROL, AND INNOVATION 301
CHAPTER 10 IMPLEMENTATION 303 SHORT-TERM OBJECTIVES 305 QUALITIES OF
EFFECTIVE SHORT-TERM OBJECTIVES 306
FUNCTIONAL TACTICS THAT IMPLEMENT BUSINESS STRATEGIES 309 DIFFERENCES
BETWEEN BUSINESS STRATEGIES AND FUNCTIONAL TACTICS 310
OUTSOURCING FUNCTIONAL ACTIVITIES 312
IMAGE 5
XXIV TABLE OF CONTENTS
EMPOWERING OPERATING PERSONNEL: THE ROLE OF POLICIES 313 CREATING
POLICIES THAT EMPOWER 315 BONUS COMPENSATION PLANS 317
MAJOR PLAN TYPES 317 MATCHING BONUS PLANS AND CORPORATE GOALS 323
SUMMARY 325 KEY TERMS 325 QUESTIONS FOR DISCUSSION 326 DISCUSSION CASE
1: A BETTER LOOK AT THE BOSS S PAY 326 DISCUSSION CASE 2: HE S MAKING
HAY AS CEOS SQUIRM 328 DISCUSSION CASE 3: GOOGLE GIVES EMPLOYEES ANOTHER
OPTION 329 APPENDIX FUNCTIONAL TACTICS 331
CHAPTER 12
LEADERSHIP AND CULTURE 373
CHAPTER 11 ORGANIZATIONAL STRUCTURE 337 TRADITIONAL ORGANIZATIONAL
STRUCTURES AND THEIR STRATEGY-RELATED PROS AND CONS 340
SIMPLE ORGANIZATIONAL STRUCTURE 341 FUNCTIONAL ORGANIZATIONAL STRUCTURE
341 DIVISIONAL STRUCTURE 342 MATRIX ORGANIZATIONAL STRUCTURE 345
PRODUCT-TEAM STRUCTURE 345 WHAT A DIFFERENCE A CENTURY MAKES 347
GLOBALIZATION , 347 THE INTERNET 349
SPEED 349 INITIAL EFFORTS TO IMPROVE THE EFFECTIVENESS OF TRADITIONAL
ORGANIZATIONAL STRUCTURES 350
REDEFINE THE ROLE OF CORPORATE HEADQUARTERS FROM CONTROL TO SUPPORT AND
COORDINATION 350 BALANCE THE DEMANDS FOR CONTROL/DIFFERENTIATION WITH
THE NEED FOR COORDINATION/INTEGRATION 351 RESTRUCTURE TO EMPHASIZE AND
SUPPORT STRATEGICALLY
CRITICAL ACTIVITIES 352 CREATING AGILE, VIRTUAL ORGANIZATIONS 355
OUTSOURCING - CREATING A MODULAR
ORGANIZATION 356 STRATEGIC ALLIANCES 360 TOWARD BOUNDARYLESS STRUCTURES
362 AMBIDEXTROUS LEARNING ORGANIZATIONS 364 SUMMARY 366 KEY TERMS 367
QUESTIONS FOR DISCUSSION 367 DISCUSSION CASE: THE SECRET OF BMW S
SUCCESS 368
STRATEGIC LEADERSHIP: EMBRACING CHANGE 376 CLARIFYING STRATEGIC INTENT
376 BUILDING AN ORGANIZATION 377 SHAPING ORGANIZATIONAL CULTURE 382
RECRUITING AND DEVELOPING TALENTED OPERATIONAL LEADERSHIP 385
ORGANIZATIONAL CULTURE 388
THE ROLE OF THE ORGANIZATIONAL LEADER IN ORGANIZATIONAL CULTURE 389
BUILD TIME IN THE ORGANIZATION 389 EMPHASIZE KEY THEMES OR DOMINANT
VALUES 394 ENCOURAGE DISSEMINATION OF STORIES AND LEGENDS ABOUT CORE
VALUES 394 INSTITUTIONALIZE PRACTICES THAT SYSTEMATICALLY REINFORCE
DESIRED BELIEFS AND VALUES 396 ADAPT SOME VERY COMMON THEMES IN THEIR
OWN UNIQUE
WAYS 396 MANAGE THE ORGANIZATIONAL CULTURE IN A GLOBAL ORGANIZATION 396
MANAGE THE STRATEGY-CULTURE RELATIONSHIP 397 SUMMARY 402 KEY TERMS 403
QUESTIONS FOR DISCUSSION 403 DISCUSSION CASE: THE NEW HEAT ON FORD 403
CHAPTER 13
STRATEGIC CONTROL 408 STRATEGIC CONTROL 409 ESTABLISHING STRATEGIC
CONTROLS 409 PREMISE CONTROL 410
STRATEGIC SURVEILLANCE 412 SPECIAL ALERT CONTROL 412 THE BALANCED
SCORECARD METHODOLOGY 416 SUMMARY 421 KEY TERMS 421 QUESTIONS FOR
DISCUSSION 421 DISCUSSION CASE 1: BIG BLUE WIELDS THE KNIFE AGAIN 422
DISCUSSION CASE 2: CRUNCH TIME FOR BOEING 423 DISCUSSION CASE 3:
UNPRODUCTIVE UNCLE SAM 424
CHAPTER 14
INNOVATION AND ENTREPRENEURSHIP 426 WHAT IS INNOVATION? 427 INCREMENTAL
INNOVATION 428 BREAKTHROUGH INNOVATION 434
RISKS ASSOCIATED WITH INNOVATION 435
IMAGE 6
TABLE OF CONTENTS XXV
WHAT IS ENTREPRENEURSHIP? 442 INTRAPRENEURSHIP 448 SUMMARY 451 KEY TERMS
451
QUESTIONS FOR DISCUSSION 452 DISCUSSION CASE: AT 3M, A STRUGGLE BETWEEN
EFFICIENCY AND CREATIVITY 452
PART FOUR CASES 457 GUIDE TO STRATEGIC MANAGEMENT CASE ANALYSIS
SECTION A BUSINESSWEEK CASES 1-1
458
1. PLANET APPLE 1-1 2. SAVING STARBUCKS SOUL 2-1 3. FACEBOOK FACES UP
3-1 4. MYSPACE GOES HOLLYWOOD 4-1
5. AT&T REBRANDS. AGAIN 5-1 6. ICE CREAM WARS: NESTLE VS. UNILEVER 6-1
7. GETTING INSIDE GOOGLE S GPHONE 7-1 8. MICROSOFT IN EUROPE: THE REAL
STAKES 8-1 9. PHILIPS MAPS OUT A NEW DIRECTION 9-1 10. WAL-MART S
MIDLIFE CRISIS 10-1 11. VW S PLAN TO TRIPLE U.S. SALES 11-1 12. VOLVO
WANTS RUGGED-AND SAFE 12-1 13. GETTY IMAGES FUTURE? 13-1 14. SAP S VERY
BIG SMAJL BIZ CHALLENGE 14-1 15. MITTAL & SON 15-1 16. THE LAST RAJAH
16-1 17. NOKIA AIMS WAY BEYOND HANDSETS 17-1 18. NINTENDO S QUIRKY HIT
GAME 18-1
19. THE PET ECONOMY 19-1 20. THE BATTLE TO BE TOP DOG-PETSMART VS. PETCO
20-1 21. SIX SIGMA KICK-STARTS STARWOOD 21-1 22. GOOGLE S NEW ROLE:
VENTURE CAPITALIST 22-1 23. A RED-HOT BIG BLUE IN INDIA 23-1 24. RADICAL
COLLABORATION IBM STYLE 24-1
25. JACK DANIEL S INTERNATIONAL STRATEGY 25-1 26. WILL UNIVERSAL MUSIC
TAKE ON ITUNES? 26-1 27. THE ARAB WORLD WANTS ITS MTV 27-1 28. BIG OIL
AND ETHANOL? 28-1 29. EXXON VS. CONOCOPHILLIPS ON GOING GREEN 29-1 30.
GERMAN COMPANIES HOP ON GREEN
BANDWAGON 30-1
SECTION B COMPREHENSIVE CASES 31-1
31. AEGIS ANALYTICAL CORPORATION S STRATEGIC ALLIANCES 31-1
32. CITIGROUP RETAIL BANKING OPERATIONS IN THE U.S. AND ABROAD: THE
BANKING INDUSTRY 32-1 33. THE DESERT PALMS HOTEL & CASINO 33-1 34.
FORTUNE MAGAZINE: THE MAGAZINE PUBLISHING
INDUSTRY 34-1 35. FOX RELOCATION MANAGEMENT CORP. 35-1 36. JIM THOMPSON
THAI SILK COMPANY 36-1 37. KILLER COKE: THE CAMPAIGN AGAINST
COCA-COLA 37-1 38. MANAGING SEXUAL HARASSMENT AT COORS (A) AND (B) 38-1
39. MORGAN STANLEY: A LEADING GLOBAL FINANCIAL
SERVICES FIRM 39-1 40. PROCTER & GAMBLE: THE BEAUTY/FEMININE CARE
SEGMENT OF THE CUSTOMER GOODS INDUSTRY 40-1 41. PROVIDE COMMERCE INC:
THE ORGANIC
PERISHABLE GOODS INDUSTRY 41-1 42. REGAL ENTERTAINMENT GROUP: THE MOVIE
THEATER SEGMENT OF THE ENTERTAINMENT INDUSTRY 42-1 43. RUTH S CHRIS: THE
HIGH STAKES OF INTERNATIONAL
EXPANSION 43-1 44. SCHWARTZ & CO. LLP: THE ACCOUNTING SERVICES INDUSTRY
44-1 45. THE APOLLO GROUP, INC. [UNIVERSITY OF
PHOENIX] 45-1 46. TIFFANY & CO.: A SPECIALTY FINE JEWELRY RETAILER 46-1
47. TIME FOR KIDS MAGAZINE 47-1
48. TIVO, INC: TIVO VS. CABLE AND SATELLITE DVR; CAN TIVO SURVIVE? 48-1
49. WARNER MUSIC GROUP INC.: RECORDED MUSIC SEGMENT-ENTERTAINMENT AND
MEDIA
INDUSTRY 49-1 50. WHOLE FOODS MARKET 2007: WILL THERE BE ENOUGH ORGANIC
FOOD TO SATISFY THE GROWING
DEMAND? 50-1
GLOSSARY G-1
PHOTO CREDITS P
NAME INDEX 1-1
SUBJECT INDEX 1-13
CASE INDEX 1-22
|
| adam_txt |
IMAGE 1
MEN
FORMULATION, IMPLEMENTATION, AND CONTROL ELEVENTH EDITION JOHN A. PEARCE
II VILLANOVA SCHOOL OF BUSINESS VILLANOVA UNIVERSITY
RICHARD B. ROBINSON, JR.
MOORE SCHOOL OF BUSINESS UNIVERSITY OF SOUTH CAROLINA
BOSTON BURR RIDGE, IL DUBUQUE, IA MADISON, WL NEW YORK SAN FRANCISCO ST.
LOUIS BANGKOK BOGOTA CARACAS KUALA LUMPUR LISBON LONDON MADRID MEXICO
CITY MILAN MONTREAL NEW DELHI SANTIAGO SEOUL SINGAPORE SYDNEY TAIPEI
TORONTO
IMAGE 2
PART ONE
OVERVIEW OF STRATEGIC MANAGEMENT 1
CHAPTER 1 STRATEGIC MANAGEMENT 2
THE NATURE AND VALUE OF STRATEGIC MANAGEMENT 3 DIMENSIONS OF STRATEGIC
DECISIONS 4 FORMALITY IN STRATEGIC MANAGEMENT 7 BENEFITS OF STRATEGIC
MANAGEMENT 9 RISKS OF STRATEGIC MANAGEMENT 10 THE STRATEGIC MANAGEMENT
PROCESS 10
STRATEGIC MANAGEMENT AS A PROCESS 14 SUMMARY 16 KEY TERMS 16 QUESTIONS
FOR DISCUSSION 16 DISCUSSION CASE: CARLYLE CHANGES ITS STRIPES 17
PART TWO
STRATEGY FORMULATION 23
CHAPTER 2 COMPANY MISSION 24 WHAT IS A COMPANY MISSION? 25 THE NEED FOR
AN EXPLICIT MISSION 25
FORMULATING A MISSION 26 BASIC PRODUCT OR SERVICE; PRIMARY MARKET;
PRINCIPAL TECHNOLOGY 26 COMPANY GOALS: SURVIVAL; GROWTH; PROFITABILITY
28
COMPANY PHILOSOPHY 30 PUBLIC IMAGE 31 COMPANY SELF-CONCEPT 32 NEWEST
TRENDS IN MISSION COMPONENTS 34 AN EXEMPLARY MISSION STATEMENT 3 7
BOARDS OF DIRECTORS 38 AGENCY THEORY 39
HOW AGENCY PROBLEMS OCCUR 40 PROBLEMS THAT CAN RESULT FROM AGENCY 41
SOLUTIONS TO THE AGENCY PROBLEM 42 SUMMARY 42
KEY TERMS 43 QUESTIONS FOR DISCUSSION 43 DISCUSSION CASE: ANGER OVER CEO
PAY HAS PUT DIRECTORS ON THE HOT SEAT 43
APPENDIX BB&T VISION, MISSION, AND PURPOSE 45
CHAPTER 3
CORPORATE SOCIAL RESPONSIBILITY AND BUSINESS ETHICS 50 THE STAKEHOLDER
APPROACH TO SOCIAL RESPONSIBILITY 51
THE DYNAMICS OF SOCIAL RESPONSIBILITY 53 TYPES OF SOCIAL RESPONSIBILITY
56 CORPORATE SOCIAL RESPONSIBILITY AND PROFITABILITY 58
SARBANES-OXLEY ACT OF 2002 63 THE NEW CORPORATE GOVERNANCE STRUCTURE 66
PRIVATIZATION AS A RESPONSE TO
SARBANES-OXLEY 68 CSR S EFFECT ON THE MISSION STATEMENT 68 SOCIAL AUDIT
69 MANAGEMENT ETHICS 70
THE NATURE OF ETHICS IN BUSINESS 70 SATISFYING CORPORATE SOCIAL
RESPONSIBILITY 71 THE CORE OF THE CSR DEBATE 72
MUTUAL ADVANTAGES OF COLLABORATIVE SOCIAL INITIATIVES 74 FIVE PRINCIPLES
OF SUCCESSFUL COLLABORATIVE SOCIAL INITIATIVES 75 ASSEMBLING THE
COMPONENTS 79
THE LIMITS OF CSR STRATEGIES 81 THE FUTURE OF CSR 81 APPROACHES TO
QUESTIONS OF ETHICS 83 CODES OF BUSINESS ETHICS 84 MAJOR TRENDS IN CODES
OF ETHICS 86 SUMMARY 86 KEY TERMS 87 QUESTIONS FOR DISCUSSION 87
DISCUSSION CASE: THE POVERTY BUSINESS 87
XXI
IMAGE 3
XXII TABLE OF CONTENTS
CHAPTER 4
THE EXTERNAL ENVIRONMENT 93 THE FIRM'S EXTERNAL ENVIRONMENT 94 REMOTE
ENVIRONMENT 94 ECONOMIC FACTORS 94
SOCIAL FACTORS 95 POLITICAL FACTORS 97 TECHNOLOGICAL FACTORS 98
ECOLOGICAL FACTORS 99 INTERNATIONAL ENVIRONMENT 102 INDUSTRY ENVIRONMENT
102 HOW COMPETITIVE FORCES SHAPE STRATEGY 102 CONTENDING FORCES 104
THREAT OF ENTRY 105 POWERFUL SUPPLIERS 108 POWERFUL BUYERS 108
SUBSTITUTE PRODUCTS 109 JOCKEYING FOR POSITION 110 INDUSTRY ANALYSIS AND
COMPETITIVE ANALYSIS 111
INDUSTRY BOUNDARIES 112 INDUSTRY STRUCTURE 113 COMPETITIVE ANALYSIS 115
OPERATING ENVIRONMENT 116
COMPETITIVE POSITION 116 CUSTOMER PROFILES 116 SUPPLIERS 118 CREDITORS
118
HUMAN RESOURCES: NATURE OF THE LABOR MARKET 118 EMPHASIS ON
ENVIRONMENTAL FACTORS 119 SUMMARY 123 KEY TERMS 123 QUESTIONS FOR
DISCUSSION 123 DISCUSSION CASE: SIEMENS' CULTURE CLASH 124 APPENDIX
SOURCES FOR ENVIRONMENTAL FORECASTING 127
CHAPTER 5 THE GLOBAL ENVIRONMENT 129
130
GLOBALIZATION 130 DEVELOPMENT OF A GLOBAL CORPORATION WHY FIRMS
GLOBALIZE 132 STRATEGIC ORIENTATIONS OF GLOBAL FIRMS 133
AT THE START OF GLOBALIZATION 135 COMPLEXITY OF THE GLOBAL ENVIRONMENT
136 CONTROL PROBLEMS OF THE GLOBAL FIRM 137 GLOBAL STRATEGIC PLANNING
139
MULTIDOMESTIC INDUSTRIES AND GLOBAL INDUSTRIES 139 THE GLOBAL CHALLENGE
141
MARKET REQUIREMENTS AND PRODUCT CHARACTERISTICS 143 INTERNATIONAL
STRATEGY OPTIONS 144 COMPETITIVE STRATEGIES FOR FIRMS IN FOREIGN MARKETS
145 NICHE MARKET EXPORTING 145 LICENSING AND CONTRACT MANUFACTURING 146
FRANCHISING 147 JOINT VENTURES 147 FOREIGN BRANCHING 149 EQUITY
INVESTMENT 149
WHOLLY OWNED SUBSIDIARIES 150 SUMMARY 150 KEY TERMS 151 QUESTIONS FOR
DISCUSSION 151 DISCUSSION CASE: CHINA MOBILE'S HOT SIGNAL 152 APPENDIX
COMPONENTS OF THE MULTINATIONAL
ENVIRONMENT 154
CHAPTER 6 INTERNAL ANALYSIS 156 SWOT ANALYSIS: A TRADITIONAL APPROACH TO
INTERNAL ANALYSIS 159
USING SWOT ANALYSIS IN STRATEGIC ANALYSIS 160 LIMITATIONS OF SWOT
ANALYSIS 163 VALUE CHAIN ANALYSIS 164 CONDUCTING A VALUE CHAIN ANALYSIS
166
RECOGNIZING THE DIFFICULTY IN ACTIVITY-BASED COST ACCOUNTING 168
RESOURCE-BASED VIEW OF THE FIRM 170 CORE COMPETENCIES 171
THREE BASIC RESOURCES: TANGIBLE ASSETS, INTANGIBLE ASSETS, AND
ORGANIZATIONAL CAPABILITIES 171 WHAT MAKES A RESOURCE VALUABLE? 173
USING THE RESOURCE-BASED VIEW IN INTERNAL ANALYSIS 177 INTERNAL
ANALYSIS: MAKING MEANINGFUL COMPARISONS 179
COMPARISON WITH PAST PERFORMANCE 179 BENCHMARKING: COMPARISON WITH
COMPETITORS 180 COMPARISON WITH SUCCESS FACTORS IN THE INDUSTRY 182
PRODUCT LIFE CYCLE 182 SUMMARY 184 KEY TERMS 185
QUESTIONS FOR DISCUSSION 185 DISCUSSION CASE: APPLE'S BLUEPRINT FOR
GENIUS 185 APPENDIX A KEY RESOURCES ACROSS FUNCTIONAL AREAS 188
APPENDIX B USING FINANCIAL ANALYSIS 189
IMAGE 4
TABLE OF CONTENTS XXIII
CHAPTER 7
LONG-TERM OBJECTIVES AND STRATEGIES 198 LONG-TERM OBJECTIVES 199
QUALITIES OF LONG-TERM OBJECTIVES 200 THE BALANCED SCORECARD 202
GENERIC STRATEGIES 203 LOW-COST LEADERSHIP 203 DIFFERENTIATION 204 FOCUS
205
THE VALUE DISCIPLINES 206 OPERATIONAL EXCELLENCE 207 CUSTOMER INTIMACY
208 PRODUCT LEADERSHIP 210 GRAND STRATEGIES 211
CONCENTRATED GROWTH 211 MARKET DEVELOPMENT 214 PRODUCT DEVELOPMENT 216
INNOVATION 216 HORIZONTAL INTEGRATION 218
VERTICAL INTEGRATION 220 CONCENTRIC DIVERSIFICATION 221 CONGLOMERATE
DIVERSIFICATION 221 TURNAROUND 224 DIVESTITURE 226
LIQUIDATION 227 BANKRUPTCY 227- JOINT VENTURES 230 STRATEGIC ALLIANCES
232
CONSORTIA, KEIRETSUS, AND CHAEBOLS 235 SELECTION OF LONG-TERM OBJECTIVES
AND GRAND STRATEGY SETS 236 SEQUENCE OF OBJECTIVES AND STRATEGY
SELECTION 237 DESIGNING A PROFITABLE BUSINESS MODEL 237 SUMMARY 240 KEY
TERMS 240 QUESTIONS FOR DISCUSSION 240 DISCUSSION CASE: VW'S NEW
STRATEGIC PLAN FOR THE UNITED STATES 241
CHAPTER 8
BUSINESS STRATEGY 245 EVALUATING AND CHOOSING BUSINESS STRATEGIES:
SEEKING SUSTAINED COMPETITIVE ADVANTAGE 246 EVALUATING COST LEADERSHIP
OPPORTUNITIES 247
EVALUATING DIFFERENTIATION OPPORTUNITIES 250 EVALUATING SPEED AS A
COMPETITIVE ADVANTAGE 253 EVALUATING MARKET FOCUS AS A WAY TO
COMPETITIVE ADVANTAGE 255
STAGES OF INDUSTRY EVOLUTION AND BUSINESS STRATEGY CHOICES 257
COMPETITIVE ADVANTAGE IN FRAGMENTED
INDUSTRIES 263 COMPETITIVE ADVANTAGE IN GLOBAL INDUSTRIES. 264 DOMINANT
PRODUCT/SERVICE BUSINESSES: EVALUATING AND CHOOSING TO DIVERSIFY TO
BUILD VALUE 265
GRAND STRATEGY SELECTION MATRIX 266 MODEL OF GRAND STRATEGY CLUSTERS 267
OPPORTUNITIES FOR BUILDING VALUE AS A BASIS FOR
CHOOSING DIVERSIFICATION OR INTEGRATION 269 SUMMARY 270 KEY TERMS 270
QUESTIONS FOR DISCUSSION 271
DISCUSSION CASE: DHL'S AMERICAN STRATEGY 271
CHAPTER 9
MULTIBUSINESS STRATEGY 275 THE PORTFOLIO APPROACH: A HISTORICAL STARTING
POINT 278 THE BCG GROWTH-SHARE MATRIX . 278
THE INDUSTRY ATTRACTIVENESS-BUSINESS STRATEGY MATRIX 279 BCG'S STRATEGIC
ENVIRONMENTS MATRIX 281 LIMITATIONS OF PORTFOLIO APPROACHES 282 THE
SYNERGY APPROACH: LEVERAGING CORE
COMPETENCIES 286 THE CORPORATE PARENT ROLE: CAN IT ADD TANGIBLE VALUE?
290 THE PARENTING FRAMEWORK 290
THE PATCHING APPROACH 293 SUMMARY 296 KEY TERMS 297 QUESTIONS FOR
DISCUSSION 297 DISCUSSION CASE: EBAY'S CHANGING IDENTITY 298
PART THREE
STRATEGY IMPLEMENTATION, CONTROL, AND INNOVATION 301
CHAPTER 10 IMPLEMENTATION 303 SHORT-TERM OBJECTIVES 305 QUALITIES OF
EFFECTIVE SHORT-TERM OBJECTIVES 306
FUNCTIONAL TACTICS THAT IMPLEMENT BUSINESS STRATEGIES 309 DIFFERENCES
BETWEEN BUSINESS STRATEGIES AND FUNCTIONAL TACTICS 310
OUTSOURCING FUNCTIONAL ACTIVITIES 312
IMAGE 5
XXIV TABLE OF CONTENTS
EMPOWERING OPERATING PERSONNEL: THE ROLE OF POLICIES 313 CREATING
POLICIES THAT EMPOWER 315 BONUS COMPENSATION PLANS 317
MAJOR PLAN TYPES 317 MATCHING BONUS PLANS AND CORPORATE GOALS 323
SUMMARY 325 KEY TERMS 325 QUESTIONS FOR DISCUSSION 326 DISCUSSION CASE
1: A BETTER LOOK AT THE BOSS'S PAY 326 DISCUSSION CASE 2: HE'S MAKING
HAY AS CEOS SQUIRM 328 DISCUSSION CASE 3: GOOGLE GIVES EMPLOYEES ANOTHER
OPTION 329 APPENDIX FUNCTIONAL TACTICS 331
CHAPTER 12
LEADERSHIP AND CULTURE 373
CHAPTER 11 ORGANIZATIONAL STRUCTURE 337 TRADITIONAL ORGANIZATIONAL
STRUCTURES AND THEIR STRATEGY-RELATED PROS AND CONS 340
SIMPLE ORGANIZATIONAL STRUCTURE 341 FUNCTIONAL ORGANIZATIONAL STRUCTURE
341 DIVISIONAL STRUCTURE 342 MATRIX ORGANIZATIONAL STRUCTURE 345
PRODUCT-TEAM STRUCTURE 345 WHAT A DIFFERENCE A CENTURY MAKES 347
GLOBALIZATION , 347 THE INTERNET 349
SPEED 349 INITIAL EFFORTS TO IMPROVE THE EFFECTIVENESS OF TRADITIONAL
ORGANIZATIONAL STRUCTURES 350
REDEFINE THE ROLE OF CORPORATE HEADQUARTERS FROM CONTROL TO SUPPORT AND
COORDINATION 350 BALANCE THE DEMANDS FOR CONTROL/DIFFERENTIATION WITH
THE NEED FOR COORDINATION/INTEGRATION 351 RESTRUCTURE TO EMPHASIZE AND
SUPPORT STRATEGICALLY
CRITICAL ACTIVITIES 352 CREATING AGILE, VIRTUAL ORGANIZATIONS 355
OUTSOURCING - CREATING A MODULAR
ORGANIZATION 356 STRATEGIC ALLIANCES 360 TOWARD BOUNDARYLESS STRUCTURES
362 AMBIDEXTROUS LEARNING ORGANIZATIONS 364 SUMMARY 366 KEY TERMS 367
QUESTIONS FOR DISCUSSION 367 DISCUSSION CASE: THE SECRET OF BMW'S
SUCCESS 368
STRATEGIC LEADERSHIP: EMBRACING CHANGE 376 CLARIFYING STRATEGIC INTENT
376 BUILDING AN ORGANIZATION 377 SHAPING ORGANIZATIONAL CULTURE 382
RECRUITING AND DEVELOPING TALENTED OPERATIONAL LEADERSHIP 385
ORGANIZATIONAL CULTURE 388
THE ROLE OF THE ORGANIZATIONAL LEADER IN ORGANIZATIONAL CULTURE 389
BUILD TIME IN THE ORGANIZATION 389 EMPHASIZE KEY THEMES OR DOMINANT
VALUES 394 ENCOURAGE DISSEMINATION OF STORIES AND LEGENDS ABOUT CORE
VALUES 394 INSTITUTIONALIZE PRACTICES THAT SYSTEMATICALLY REINFORCE
DESIRED BELIEFS AND VALUES 396 ADAPT SOME VERY COMMON THEMES IN THEIR
OWN UNIQUE
WAYS 396 MANAGE THE ORGANIZATIONAL CULTURE IN A GLOBAL ORGANIZATION 396
MANAGE THE STRATEGY-CULTURE RELATIONSHIP 397 SUMMARY 402 KEY TERMS 403
QUESTIONS FOR DISCUSSION 403 DISCUSSION CASE: THE NEW HEAT ON FORD 403
CHAPTER 13
STRATEGIC CONTROL 408 STRATEGIC CONTROL 409 ESTABLISHING STRATEGIC
CONTROLS 409 PREMISE CONTROL 410
STRATEGIC SURVEILLANCE 412 SPECIAL ALERT CONTROL 412 THE BALANCED
SCORECARD METHODOLOGY 416 SUMMARY 421 KEY TERMS 421 QUESTIONS FOR
DISCUSSION 421 DISCUSSION CASE 1: BIG BLUE WIELDS THE KNIFE AGAIN 422
DISCUSSION CASE 2: CRUNCH TIME FOR BOEING 423 DISCUSSION CASE 3:
UNPRODUCTIVE UNCLE SAM 424
CHAPTER 14
INNOVATION AND ENTREPRENEURSHIP 426 WHAT IS INNOVATION? 427 INCREMENTAL
INNOVATION 428 BREAKTHROUGH INNOVATION 434
RISKS ASSOCIATED WITH INNOVATION 435
IMAGE 6
TABLE OF CONTENTS XXV
WHAT IS ENTREPRENEURSHIP? 442 INTRAPRENEURSHIP 448 SUMMARY 451 KEY TERMS
451
QUESTIONS FOR DISCUSSION 452 DISCUSSION CASE: AT 3M, A STRUGGLE BETWEEN
EFFICIENCY AND CREATIVITY 452
PART FOUR CASES 457 GUIDE TO STRATEGIC MANAGEMENT CASE ANALYSIS
SECTION A BUSINESSWEEK CASES 1-1
458
1. PLANET APPLE 1-1 2. SAVING STARBUCKS'SOUL 2-1 3. FACEBOOK FACES UP
3-1 4. MYSPACE GOES HOLLYWOOD 4-1
5. AT&T REBRANDS. AGAIN 5-1 6. ICE CREAM WARS: NESTLE VS. UNILEVER 6-1
7. GETTING INSIDE GOOGLE'S GPHONE 7-1 8. MICROSOFT IN EUROPE: THE REAL
STAKES 8-1 9. PHILIPS MAPS OUT A NEW DIRECTION 9-1 10. WAL-MART'S
MIDLIFE CRISIS 10-1 11. VW'S PLAN TO TRIPLE U.S. SALES 11-1 12. VOLVO
WANTS RUGGED-AND SAFE 12-1 13. GETTY IMAGES'FUTURE? 13-1 14. SAP'S VERY
BIG SMAJL BIZ CHALLENGE 14-1 15. MITTAL & SON 15-1 16. THE LAST RAJAH
16-1 17. NOKIA AIMS WAY BEYOND HANDSETS 17-1 18. NINTENDO'S QUIRKY HIT
GAME 18-1
19. THE PET ECONOMY 19-1 20. THE BATTLE TO BE TOP DOG-PETSMART VS. PETCO
20-1 21. SIX SIGMA KICK-STARTS STARWOOD 21-1 22. GOOGLE'S NEW ROLE:
VENTURE CAPITALIST 22-1 23. A RED-HOT BIG BLUE IN INDIA 23-1 24. RADICAL
COLLABORATION IBM STYLE 24-1
25. JACK DANIEL'S INTERNATIONAL STRATEGY 25-1 26. WILL UNIVERSAL MUSIC
TAKE ON ITUNES? 26-1 27. THE ARAB WORLD WANTS ITS MTV 27-1 28. BIG OIL
AND ETHANOL? 28-1 29. EXXON VS. CONOCOPHILLIPS ON GOING GREEN 29-1 30.
GERMAN COMPANIES HOP ON GREEN
BANDWAGON 30-1
SECTION B COMPREHENSIVE CASES 31-1
31. AEGIS ANALYTICAL CORPORATION'S STRATEGIC ALLIANCES 31-1
32. CITIGROUP RETAIL BANKING OPERATIONS IN THE U.S. AND ABROAD: THE
BANKING INDUSTRY 32-1 33. THE DESERT PALMS HOTEL & CASINO 33-1 34.
FORTUNE MAGAZINE: THE MAGAZINE PUBLISHING
INDUSTRY 34-1 35. FOX RELOCATION MANAGEMENT CORP. 35-1 36. JIM THOMPSON
THAI SILK COMPANY 36-1 37. KILLER COKE: THE CAMPAIGN AGAINST
COCA-COLA 37-1 38. MANAGING SEXUAL HARASSMENT AT COORS (A) AND (B) 38-1
39. MORGAN STANLEY: A LEADING GLOBAL FINANCIAL
SERVICES FIRM 39-1 40. PROCTER & GAMBLE: THE BEAUTY/FEMININE CARE
SEGMENT OF THE CUSTOMER GOODS INDUSTRY 40-1 41. PROVIDE COMMERCE INC:
THE ORGANIC
PERISHABLE GOODS INDUSTRY 41-1 42. REGAL ENTERTAINMENT GROUP: THE MOVIE
THEATER SEGMENT OF THE ENTERTAINMENT INDUSTRY 42-1 43. RUTH'S CHRIS: THE
HIGH STAKES OF INTERNATIONAL
EXPANSION 43-1 44. SCHWARTZ & CO. LLP: THE ACCOUNTING SERVICES INDUSTRY
44-1 45. THE APOLLO GROUP, INC. [UNIVERSITY OF
PHOENIX] 45-1 46. TIFFANY & CO.: A SPECIALTY FINE JEWELRY RETAILER 46-1
47. TIME FOR KIDS MAGAZINE 47-1
48. TIVO, INC: TIVO VS. CABLE AND SATELLITE DVR; CAN TIVO SURVIVE? 48-1
49. WARNER MUSIC GROUP INC.: RECORDED MUSIC SEGMENT-ENTERTAINMENT AND
MEDIA
INDUSTRY 49-1 50. WHOLE FOODS MARKET 2007: WILL THERE BE ENOUGH ORGANIC
FOOD TO SATISFY THE GROWING
DEMAND? 50-1
GLOSSARY G-1
PHOTO CREDITS P
NAME INDEX 1-1
SUBJECT INDEX 1-13
CASE INDEX 1-22 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
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| index_date | 2024-07-02T20:51:22Z |
| indexdate | 2024-07-09T21:15:39Z |
| institution | BVB |
| isbn | 9780071263757 |
| language | English |
| lccn | 2007052594 |
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| spelling | Pearce, John A. Verfasser (DE-588)133423530 aut Strategic management formulation, implementation, and control John A. Pearce II, Richard B. Robinson, Jr. 11. ed., internat. ed. Boston McGraw-Hill Higher Education 2009 Getr. Zählung Ill., graph. Darst., Kt. txt rdacontent n rdamedia nc rdacarrier Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s DE-604 Robinson, Richard B. 1947- Verfasser (DE-588)128645377 aut http://www.loc.gov/catdir/enhancements/fy0808/2007052594-b.html Contributor biographical information GBV Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016498143&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Pearce, John A. Robinson, Richard B. 1947- Strategic management formulation, implementation, and control Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 |
| title | Strategic management formulation, implementation, and control |
| title_auth | Strategic management formulation, implementation, and control |
| title_exact_search | Strategic management formulation, implementation, and control |
| title_exact_search_txtP | Strategic management formulation, implementation, and control |
| title_full | Strategic management formulation, implementation, and control John A. Pearce II, Richard B. Robinson, Jr. |
| title_fullStr | Strategic management formulation, implementation, and control John A. Pearce II, Richard B. Robinson, Jr. |
| title_full_unstemmed | Strategic management formulation, implementation, and control John A. Pearce II, Richard B. Robinson, Jr. |
| title_short | Strategic management |
| title_sort | strategic management formulation implementation and control |
| title_sub | formulation, implementation, and control |
| topic | Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategisches Management |
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