Verfügbarkeit: Strategic management

Strategic management:

Gespeichert in:

Bibliographische Detailangaben
Vorheriger Titel:	Lynch, Richard L. Corporate strategy
1. Verfasser:	Lynch, Richard L. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Harlow [u.a.] Prentice Hall / Financial Times 2009
Ausgabe:	5. ed.
Schlagworte:	Business planning Strategic planning Unternehmensplanung Strategische Planung Strategisches Management
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	1. - 4. Aufl. u.d.T.: Lynch, Richard L.: Corporate strategy
Beschreibung:	XXX, 826 S. Ill., graph. Darst.
ISBN:	9780273716389

Internformat

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Datensatz im Suchindex

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adam_text	IMAGE 1 IMAGE 2 ABOUT THE FIFTH EDITION XIII HOW TO USE THIS BOOK XVIII GUIDED TOUR XIX GUIDE TO THE MAIN FOCUS OF CASE STUDIES XXII ACKNOWLEDGEMENTS XXV PUBLISHER S ACKNOWLEDGEMENTS XXVIII PARTI INTRODUCTION CHAPTER 1 STRATEGIC MANAGEMENT 2 INTRODUCTION 2 CASE STUDY 1.1 3 1.1 WHAT IS STRATEGIC MANAGEMENT? 5 1.2 THE MAIN TOPICS COVERED IN STRATEGY 7 CASE STUDY 1.2 10 1.3 CORE AREAS OF STRATEGIC MANAGEMENT 13 1.4 CONTEXT, CONTENT AND PROCESS 15 1.5 PROCESS: LINKING THE THREE CORE AREAS 16 1.6 WHAT MAKES GOOD STRATEGY? 20 1.7 STRATEGY DEVELOPMENT IN PUBLIC AND NON-PROFIT ORGANISATIONS 22 1.8 INTERNATIONAL DIMENSIONS IN STRATEGIC MANAGEMENT CASE STUDY 1.3 CRITICAL REFLECTION SUMMARY QUESTIONS FURTHER READING NOTES AND REFERENCES CHAPTER 2 A REVIEW OF THEORY AND PRACTICE 31 INTRODUCTION 31 CASE STUDY 2.1 32 2.1 HISTORICAL CONTEXT OF STRATEGY 33 CASE STUDY 2.2 36 2.2 PRESCRIPTIVE STRATEGIC MANAGEMENT IN PRACTICE 37 CASE STUDY 2.3 41 2.3 EMERGENT STRATEGIC MANAGEMENT IN PRACTICE 42 CASE STUDY 2.4 46 2.4 SOME PRESCRIPTIVE THEORIES OF STRATEGIC MANAGEMENT 47 CASE STUDY 2.5 54 23 24 27 27 28 28 29 3.6 3.7 3.8 3.9 3.1 2.5 SOME EMERGENT THEORIES OF STRATEGIC MANAGEMENT 55 2.6 THE PURPOSE OF THE ORGANISATION: STAKEHOLDERS AND ETHICS 61 CASE STUDY 2,6 63 CRITICAL REFLECTION 66 SUMMARY 66 QUESTIONS 68 FURTHER READING 68 NOTES AND REFERENCES 68 PART 2 STRATEGIC ANALYSIS AND PURPOSE CHAPTER 3 ANALYSING THE STRATEGIC ENVIRONMENT 74 INTRODUCTION 74 CASE STUDY 3.1 75 3.1 EXPLORING THE COMPETITIVE ENVIRONMENT 76 3.2 STRATEGIC ENVIRONMENT - THE BASICS 79 3.3 DEGREE OF TURBULENCE IN THE ENVIRONMENT 80 3.4 ANALYSING THE GENERAL ENVIRONMENT 81 CASE STUDY 3.2 85 3.5 ANALYSING THE STAGES OF MARKET GROWTH 86 CASE STUDY 3.3 89 KEY FACTORS FOR SUCCESS IN AN INDUSTRY 93 ANALYSING THE COMPETITIVE INDUSTRY ENVIRONMENT - THE CONTRIBUTION OF PORTER 96 ANALYSING THE CO-OPERATIVE ENVIRONMENT 102 ANALYSING ONE OR MORE IMMEDIATE COMPETITORS IN DEPTH 106 3.10 ANALYSING THE CUSTOMER AND MARKET SEGMENTATION 107 3.11 CONCLUSIONS 109 CASE STUDY 3.4 110 CRITICAL REFLECTION 114 SUMMARY 115 QUESTIONS 116 FURTHER READING 116 NOTES AND REFERENCES 1 1 6 CHAPTER 4 ANALYSING RESOURCES AND CAPABILITIES 118 INTRODUCTION 118 CASE STUDY 4.1 119 4.1 ANALYSING RESOURCES AND CAPABILITIES 122 4.2 WHY DOES AN ORGANISATION POSSESS ANY RESOURCES AT ALL? THE MAKE-OR-BUY DECISION 126 VII IMAGE 3 CONTENTS CASE STUDY 4.2 128 4.3 RESOURCE ANALYSIS AND ADDING VALUE 130 4.4 ADDING VALUE: THE VALUE CHAIN AND THE VALUE SYSTEM - THE CONTRIBUTION OF PORTER 131 4.5 RESOURCE ANALYSIS AND ECONOMIC RENT - THE CONTRIBUTION OF DAVID RICARDO 137 CASE STUDY 4.3 140 4.6 RESOURCE ANALYSIS AND COMPETITIVE ADVANTAGE - THE RESOURCE-BASED VIEW 144 4.7 IDENTIFYING WHICH RESOURCES AND CAPABILITIES DELIVER SUSTAINABLE COMPETITIVE ADVANTAGE 152 4.8 RESOURCE AND CAPABILITY ANALYSIS - IMPROVING COMPETITIVE ADVANTAGE 158 CASE STUDY 4.4 161 CRITICAL REFLECTION 163 SUMMARY 164 QUESTIONS 165 FURTHER READING 166 NOTES AND REFERENCES 166 CHAPTER 5 STRATEGY DYNAMICS 169 INTRODUCTION 169 CASE STUDY 5.1 170 5.1 INTERPRETIVE DYNAMICS: THE CHANGING PURPOSE OF THE ORGANISATION 171 CASE STUDY 5.2 174 5.2 INTERPRETIVE DYNAMICS: THE ORGANISATION S CHANGING AND UNCERTAIN ENVIRONMENT 177 CASE STUDY 5.3 183 5.3 INTERPRETIVE DYNAMICS: FAST-MOVING MARKETS 185 5.4 INTERPRETIVE DYNAMICS: RESOURCE DEVELOPMENT 188 CASE STUDY 5.4 195 5.5 PROACTIVE DYNAMICS: DEVELOPING A DYNAMIC BUSINESS FRAMEWORK 198 5.6 PROACTIVE DYNAMICS: AGGRESSIVE COMPETITIVE STRATEGIES 201 5.7 PROACTIVE DYNAMICS: DEVELOPING CO-OPERATION 205 5.8 PROACTIVE DYNAMICS: USING GAME THEORY 208 CRITICAL REFLECTION 211 SUMMARY 211 QUESTIONS 213 APPENDIX: NEGOTIATION CHECKLIST FOR A TWO-PLAYER GAME 214 FURTHER READING 215 NOTES AND REFERENCES 215 CHAPTER 6 PRESCRIPTIVE PURPOSE DELIVERED THROUGH MISSION, OBJECTIVES AND ETHICS 218 INTRODUCTION. 218 CASE STUDY 6.1 219 6.1 SHAPING THE PURPOSE OF THE ORGANISATION 221 6.2 DEVELOPING A STRATEGIC VISION FOR THE FUTURE 227 CASE STUDY 6.2 229 VIII 6.3 STAKEHOLDER POWER ANALYSIS 232 6.4 DEVELOPING THE MISSION 236 CASE STUDY 6.3 240 6.5 DEVELOPING THE OBJECTIVES 242 CASE STUDY 6.4 245 6.6 CORPORATE GOVERNANCE AND THE PURPOSE OF THE ORGANISATION 247 6.7 PURPOSE SHAPED BY ETHICS AND CORPORATE SOCIAL RESPONSIBILITY 252 CRITICAL REFLECTION 256 SUMMARY 257 QUESTIONS 258 FURTHER READING 258 NOTES AND REFERENCES 259 CHAPTER 7 PURPOSE EMERGING FROM KNOWLEDGE, TECHNOLOGY AND INNOVATION 261 INTRODUCTION 261 CASE STUDY 7.1 262 7.1 CREATING NEW KNOWLEDGE 263 CASE STUDY 7.2 268 7.2 KNOWLEDGE CREATION AND PURPOSE 271 CASE STUDY 7.3 275 7.3 USING TECHNOLOGY TO DEVELOP PURPOSE AND COMPETITIVE ADVANTAGE 276 CASE STUDY 7.4 280 7.4 INNOVATION AND PURPOSE 282 CASE STUDY 7.5 285 7.5 HOW TO INNOVATE: THE IDEAS PROCESS 287 CRITICAL REFLECTION 292 SUMMARY 292 QUESTIONS 293 FURTHER READING 293 NOTES AND REFERENCES 294 PART 3 DEVELOPING THE STRATEGY CHAPTER 8 DEVELOPING BUSINESS-LEVEL STRATEGY OPTIONS 298 INTRODUCTION 298 CASE STUDY 8.1 300 8.1 PURPOSE AND THE SWOT ANALYSIS - THE CONTRIBUTION OF ANDREWS 302 8.2 ENVIRONMENT-BASED OPTIONS: GENERIC STRATEGIES - THE CONTRIBUTION OF PORTER 303 CASE STUDY 8.2 308 CASE STUDY 8.3 310 8.3 ENVIRONMENT-BASED STRATEGIC OPTIONS: THE MARKET OPTIONS MATRIX 313 8.4 ENVIRONMENT-BASED STRATEGIC OPTIONS: THE EXPANSION METHOD MATRIX 318 IMAGE 4 CASE STUDY 8.4 321 8.5 RESOURCE-BASED STRATEGIC OPTIONS: THE VALUE CHAIN 325 8.6 RESOURCE-BASED STRATEGIC OPTIONS: THE RESOURCE-BASED VIEW 328 8.7 RESOURCE-BASED STRATEGIC OPTIONS: COST REDUCTION 330 8.8 RESOURCE-BASED OPTIONS IN SOME SPECIAL TYPES OF ORGANISATION 335 CRITICAL REFLECTION 337 SUMMARY 337 QUESTIONS 338 FURTHER READING 339 NOTES AND REFERENCES 339 CHAPTER 9 DEVELOPING CORPORATE-LEVEL STRATEGY OPTIONS 341 INTRODUCTION 341 CASE STUDY 9.1 342 9.1 CORPORATE-LEVEL STRATEGY: THE BENEFITS AND COSTS OF DIVERSIFYING 345 9.2 CORPORATE OPTIONS: DEGREES OF DIVERSIFICATION 349 9.3 CORPORATE STRATEGY AND THE ROLE OF THE CENTRE - THE PRINCIPLE OF PARENTING 350 CASE STUDY 9.2 353 9.4 CORPORATE STRATEGY: DECISIONS ABOUT THE COMPANY S DIVERSIFIED PORTFOLIO OF PRODUCTS 356 CASE STUDY 9.3 361 9.5 THE TOOLS OF CORPORATE-LEVEL OPTIONS: FROM ACQUISITIONS TO RESTRUCTURING 364 CRITICAL REFLECTION 367 SUMMARY - 367 QUESTIONS 368 FURTHER READING 369 NOTES AND REFERENCES 369 CHAPTER 10 STRATEGY EVALUATION AND DEVELOPMENT: THE PRESCRIPTIVE PROCESS 371 INTRODUCTION 371 CASE STUDY 10.1 372 10.1 PRESCRIPTIVE STRATEGY CONTENT: EVALUATION AGAINST SIX CRITERIA 374 CASE STUDY 10.2 380 10.2 PRESCRIPTIVE STRATEGY CONTENT: PROCEDURES AND TECHNIQUES 381 10.3 APPLYING EMPIRICAL EVIDENCE AND GUIDELINES 388 CASE STUDY 10.3 392 10.4 THE CLASSIC PRESCRIPTIVE MODEL OF STRATEGIC MANAGEMENT: EXPLORING THE PROCESS 396 10.5 INTERNATIONAL STRATEGIC MANAGEMENT SELECTION 400 CONTENTS CASE STUDY 10.4 401 CRITICAL REFLECTION 406 SUMMARY 407 QUESTIONS 408 APPENDIX 409 FURTHER READING 409 NOTES AND REFERENCES 409 CHAPTER 11 FINDING THE STRATEGIC ROUTE FORWARD: MAINLY EMERGENT APPROACHES 412 INTRODUCTION 412 CASE STUDY 11.1 413 11.1 THE IMPORTANCE OF STRATEGY CONTEXT 414 CASE STUDY 11.2 417 11.2 THE SURVIVAL-BASED STRATEGIC ROUTE FORWARD 419 11.3 THE UNCERTAINTY-BASED STRATEGIC ROUTE FORWARD 422 CASE STUDY 11.3 425 11.4 THE NETWORK-BASED STRATEGIC ROUTE FORWARD 429 11.5 THE LEARNING-BASED STRATEGIC ROUTE FORWARD 434 11.6 INTERNATIONAL CONSIDERATIONS 441 CRITICAL REFLECTION 443 SUMMARY 443 QUESTIONS 444 FURTHER READING 445 NOTES AND REFERENCES 445 CHAPTER 12 ORGANISATIONAL STRUCTURE, STYLE AND PEOPLE ISSUES 448 INTRODUCTION 448 CASE STUDY 12.1 449 12.1 STRATEGY BEFORE STRUCTURE? 451 12.2 BUILDING THE ORGANISATION S STRUCTURE: BASIC PRINCIPLES 456 12.3 THE CHOICE OF MANAGEMENT STYLE AND CULTURE 461 CASE STUDY 12.2 466 12.4 TYPES OF ORGANISATIONAL STRUCTURE 469 12.5 ORGANISATIONAL STRUCTURES FOR INNOVATION 474 CASE STUDY 12.3 477 12.6 MOTIVATION AND STAFFING IN STRATEGY IMPLEMENTATION 479 12.7 STRATEGY AND STRUCTURE IN INTERNATIONAL ORGANISATIONS - THE ROLE OF HEADQUARTERS 481 CRITICAL REFLECTION 481 SUMMARY 482 QUESTIONS 483 FURTHER READING 484 NOTES AND REFERENCES 484 IX IMAGE 5 CONTENTS CHAPTER 13 IMPLEMENTING AND CONTROLLING THE STRATEGIC PLAN INTRODUCTION CASE STUDY 13.1 13.1 THE NATURE AND LIMITATIONS OF THE IMPLEMENTATION PROCESS 13.2 OBJECTIVES, TASK SETTING AND 488 488 489 491 COMMUNICATING THE STRATEGY CASE STUDY 13.2 13.3 RESOURCE ALLOCATION CASE STUDY 13.3 13.4 INFORMATION, MONITORING AND CONTROL 13.5 THE BALANCE SCORECARD: THE CONTRIBUTION OF KAPLAN AND NORTON 13.6 PRESCRIPTIVE STRATEGIC PLANNING CRITICAL REFLECTION SUMMARY QUESTIONS FURTHER READING NOTES AND REFERENCES CHAPTER 14 DEVELOPING AND IMPLEMENTING CUSTOMER-DRIVEN STRATEGY INTRODUCTION CASE STUDY 14.1 14.1 CUSTOMERS AND CUSTOMER-DRIVEN STRATEGY - THE CONTRIBUTION OF THEODORE LEVITT 14.2 CUSTOMER PROFILING AND SUSTAINABLE COMPETITIVE ADVANTAGE 14.3 MARKET SEGMENTATION CASE STUDY 14.2 14.4 COMPETITIVE POSITIONING CASE STUDY 14.3 14.5 STRATEGY IMPLICATIONS: ANALYSING AND IMPLEMENTING BRANDING AND REPUTATION 14.6 STRATEGY IMPLICATIONS: COMMUNICATING WITH CUSTOMERS AND STAKEHOLDERS 14.7 STRATEGY IMPLICATIONS: STRATEGIC PRICING AND VALUE FOR MONEY 14.8 STRATEGY IMPLICATIONS: QUALITY OBJECTIVES AND CUSTOMERS CASE STUDY 14.4 CRITICAL REFLECTION SUMMARY QUESTIONS FURTHER READING NOTES AND REFERENCES 495 499 502 503 506 508 513 517 518 519 519 520 521 521 522 525 528 533 535 537 538 540 542 544 549 551 555 555 557 558 558 CHAPTER 15 MANAGING STRATEGIC CHANGE 560 INTRODUCTION 560 CASE STUDY 15.1 561 15.1 THE BASIC CONCEPT OF STRATEGIC CHANGE 563 15.2 ANALYSING THE CAUSES OF STRATEGIC CHANGE 567 CASE STUDY 15.2 569 15.3 PRESCRIPTIVE APPROACHES TO MANAGING STRATEGIC CHANGE 573 CASE STUDY 15.3 576 15.4 EMERGENT APPROACHES TO MANAGING CHANGE 578 CASE STUDY 15.4 583 15.5 DEVELOPING A STRATEGIC CHANGE PROGRAMME 585 CRITICAL REFLECTION 590 SUMMARY 590 QUESTIONS 591 FURTHER READING 592 NOTES AND REFERENCES 592 PART 5 DIFFERENT STRATEGY CONTEXTS AND BUILDING A COHESIVE STRATEGY CHAPTER 16 STRATEGIC LEADERSHIP 596 INTRODUCTION 596 CASE STUDY 16.1 597 16.1 WHAT IS STRATEGIC LEADERSHIP 599 16.2 WHAT MAKES A SUCCESSFUL LEADER? 600 CASE STUDY 16.2 605 16.3 HOW LEADERS SHAPE ORGANISATIONS USING CULTURE AND STYLE 608 16.4 HOW LEADERS COPE WITH POWER 614 CASE STUDY 16.3 616 16.5 SUCCESSFUL STRATEGIC LEADERSHIP 618 CRITICAL REFLECTION 621 SUMMARY 622 QUESTIONS 623 FURTHER READING 623 NOTES AND REFERENCES 624 CHAPTER 17 ENTREPRENEURIAL STRATEGY 625 INTRODUCTION 625 CASE STUDY 17.1 626 17.1 ENTREPRENEURIAL STRATEGY: THEORY AND PRACTICE 628 17.2 ENTREPRENEURIAL STRATEGY: PERSONAL ASPECTS AND RISK TAKING 631 CASE STUDY 17.2 635 17.3 THE FOUR DRIVERS OF ENTREPRENEURIAL STRATEGY: IMAGINATION, IDEAS, INVENTION AND INNOVATION 636 IMAGE 6 CONTENTS 17.4 ENTREPRENEURIAL STRATEGY: COMPETITIVE ADVANTAGE AND OWNERSHIP 639 CASE STUDY 17.3 641 17.5 IMPLEMENTING ENTREPRENEURIAL STRATEGY 643 CRITICAL REFLECTION 646 SUMMARY 646 QUESTIONS 648 FURTHER READING 648 NOTES AND REFERENCES 649 CHAPTER 18 GOVERNMENT, PUBLIC SECTOR AND NOT-FOR-PROFIT STRATEGIES 650 INTRODUCTION 650 CASE STUDY 18.1 652 18.1 ANALYSING THE STRATEGIC ENVIRONMENT IN PUBLIC SECTOR STRATEGY 654 18.2 ANALYSING RESOURCES IN THE PUBLIC AND NOT-FOR-PROFIT SECTORS 660 CASE STUDY 18.2 665 18.3 EXPLORING THE PURPOSE OF PUBLIC AND NOT-FOR-PROFIT ORGANISATIONS 668 18.4 CONTEXT, CONTENT AND PROCESS IN PUBLIC SECTOR STRATEGY 670 18.5 IMPLEMENTATION IN PUBLIC SECTOR STRATEGY 673 CASE STUDY 18.3 675 CRITICAL REFLECTION 680 SUMMARY 680 QUESTIONS 682 ACKNOWLEDGEMENTS 683 FURTHER READING 683 NOTES AND REFERENCES 683 CHAPTER 19 INTERNATIONAL EXPANSION AND GLOBALISATION STRATEGIES 686 INTRODUCTION 686 CASE STUDY 19.1 687 19.1 INTERNATIONAL EXPANSION AND GLOBALISATION: THEIR MEANING AND IMPORTANCE 688 CASE STUDY 19.2 693 19.2 WORLD TRADE AND THE INTERNATIONAL EXPANSION STRATEGIES OF COMPANIES 696 19.3 INFLUENCE OF INSTITUTIONS INVOLVED IN INTERNATIONAL TRADE 701 CASE STUDY 19.3 704 19.4 INTERNATIONAL AND GLOBAL EXPANSION STRATEGIES: THE COMPANY PERSPECTIVE 708 19.5 INTERNATIONAL AND GLOBAL EXPANSION STRATEGIES: ORGANISATION STRUCTURES 715 19.6 DEVELOPING INTERNATIONAL RELATIONSHIPS SUCH AS ALLIANCES AND JOINT VENTURES 718 CRITICAL REFLECTION 722 SUMMARY QUESTIONS FURTHER READING NOTES AND REFERENCES CHAPTER 20 BUILDING A COHESIVE STRATEGY INTRODUCTION CASE STUDY 20.1 20.1 COHESION IN PRESCRIPTIVE AND EMERGENT PROCESSES 20.2 BUILDING A COHESIVE STRATEGY - A WORKED EXAMPLE CASE STUDY 20.2 20.3 DEVELOPING THE BUSINESS MODEL 20.4 LONGER-TERM STRATEGY ISSUES CASE STUDY 20.3 CRITICAL REFLECTION SUMMARY QUESTIONS FURTHER READING NOTES AND REFERENCES PART 6 CASE STUDIES HOW TO ANALYSE AND PREPARE STRATEGY CASES 1 THREATS AND OPPORTUNITIES FOR EUROPE S LEADING AIRLINES 2 SABMILLER: SOUTH AFRICA GOES QUIETLY GLOBAL 3 HEINEKEN: WHAT S THE BEST STRATEGY? BUILD BRANDS OR ACQUIRE COMPANIES? 4 GLOBAL AUTOMOTIVE VEHICLES - STRATEGY IN A MATURE MARKET 5 GLOBAL AUTOMOTIVE VEHICLES - THE BATTLE BETWEEN FORD AND TOYOTA 6 TOYOTA: WHAT IS ITS STRATEGY FOR WORLD LEADERSHIP? 7 WHAT CAN COMPANIES LEARN FROM CHAINSAW AL ? 8 THE RISE AND FALL OF CEO CARLY FIORINA AT HEWLETT-PACKARD 9 DISASTER AND RECOVERY: THINKING OUTSIDE THE BOX AT IBM 10 DELL - COMPETITIVE ADVANTAGE THROUGH LOW-COST MANUFACTURING AND DISTRIBUTION 11 HOW GALILEO ENDED UP IN TROUBLE 12 EMERGENT STRATEGY: WHO WILL STOP APPLE S DOMINANCE OF THE MUSIC DELIVERY BUSINESS? GLOSSARY NAME INDEX SUBJECT INDEX 722 723 723 724 726 726 727 729 731 736 738 739 742 743 744 745 745 745 748 750 756 761 763 768 772 776 778 784
any_adam_object	1
author	Lynch, Richard L.
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ctrlnum	(OCoLC)699162286 (DE-599)GBV572339852
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id	DE-604.BV035284655
illustrated	Illustrated
indexdate	2024-07-09T21:30:25Z
institution	BVB
isbn	9780273716389
language	English
lccn	2008031521
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-017089810
oclc_num	699162286
open_access_boolean
owner	DE-703 DE-1049 DE-Aug4 DE-188 DE-19 DE-BY-UBM
owner_facet	DE-703 DE-1049 DE-Aug4 DE-188 DE-19 DE-BY-UBM
physical	XXX, 826 S. Ill., graph. Darst.
publishDate	2009
publishDateSearch	2009
publishDateSort	2009
publisher	Prentice Hall / Financial Times
record_format	marc
spelling	Lynch, Richard L. Verfasser aut Strategic management Richard Lynch 5. ed. Harlow [u.a.] Prentice Hall / Financial Times 2009 XXX, 826 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier 1. - 4. Aufl. u.d.T.: Lynch, Richard L.: Corporate strategy Business planning Strategic planning Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s DE-604 Strategisches Management (DE-588)4124261-0 s DE-188 Früher u.d.T. Lynch, Richard L. Corporate strategy (DE-604)BV021720903 GBV Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017089810&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Lynch, Richard L. Strategic management Business planning Strategic planning Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd
subject_GND	(DE-588)4078609-2 (DE-588)4309237-8 (DE-588)4124261-0
title	Strategic management
title_auth	Strategic management
title_exact_search	Strategic management
title_full	Strategic management Richard Lynch
title_fullStr	Strategic management Richard Lynch
title_full_unstemmed	Strategic management Richard Lynch
title_old	Lynch, Richard L. Corporate strategy
title_short	Strategic management
title_sort	strategic management
topic	Business planning Strategic planning Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd
topic_facet	Business planning Strategic planning Unternehmensplanung Strategische Planung Strategisches Management
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017089810&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT lynchrichardl strategicmanagement

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