Global strategic management:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford [u.a.]
Oxford Univ. Press
2011
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 1. Aufl. u.d.T.: Mellahi, Kamel: Global strategic management |
| Beschreibung: | XXIX, 422 S. graph. Darst. |
| ISBN: | 9780199543939 |
Internformat
MARC
| LEADER | 00000nam a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV036622562 | ||
| 003 | DE-604 | ||
| 005 | 20110715 | ||
| 007 | t | ||
| 008 | 100818s2011 d||| |||| 00||| eng d | ||
| 015 | |a GBB094879 |2 dnb | ||
| 020 | |a 9780199543939 |9 978-0-19-954393-9 | ||
| 035 | |a (OCoLC)732313844 | ||
| 035 | |a (DE-599)BVBBV036622562 | ||
| 040 | |a DE-604 |b ger |e rakwb | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-355 |a DE-1050 |a DE-188 |a DE-945 |a DE-473 |a DE-1049 | ||
| 082 | 0 | |a 658.4012 | |
| 084 | |a QP 305 |0 (DE-625)141851: |2 rvk | ||
| 100 | 1 | |a Frynas, Jedrzej Georg |e Verfasser |0 (DE-588)121571785 |4 aut | |
| 245 | 1 | 0 | |a Global strategic management |c Jedrzej George Frynas ; Kamel Mellahi |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Oxford [u.a.] |b Oxford Univ. Press |c 2011 | |
| 300 | |a XXIX, 422 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a 1. Aufl. u.d.T.: Mellahi, Kamel: Global strategic management | ||
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a International business enterprises / Management | |
| 650 | 4 | |a Multinationales Unternehmen | |
| 650 | 0 | 7 | |a Multinationales Unternehmen |0 (DE-588)4075092-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Strategische Planung |0 (DE-588)4309237-8 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Strategisches Management |0 (DE-588)4124261-0 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Internationales Management |0 (DE-588)4114040-0 |2 gnd |9 rswk-swf |
| 655 | 7 | |8 1\p |0 (DE-588)4522595-3 |a Fallstudiensammlung |2 gnd-content | |
| 689 | 0 | 0 | |a Strategisches Management |0 (DE-588)4124261-0 |D s |
| 689 | 0 | 1 | |a Internationales Management |0 (DE-588)4114040-0 |D s |
| 689 | 0 | |5 DE-188 | |
| 689 | 1 | 0 | |a Multinationales Unternehmen |0 (DE-588)4075092-9 |D s |
| 689 | 1 | 1 | |a Strategisches Management |0 (DE-588)4124261-0 |D s |
| 689 | 1 | |5 DE-188 | |
| 689 | 2 | 0 | |a Multinationales Unternehmen |0 (DE-588)4075092-9 |D s |
| 689 | 2 | 1 | |a Internationales Management |0 (DE-588)4114040-0 |D s |
| 689 | 2 | 2 | |a Strategische Planung |0 (DE-588)4309237-8 |D s |
| 689 | 2 | |8 2\p |5 DE-604 | |
| 700 | 1 | |a Mellahi, Kamel |e Verfasser |0 (DE-588)130492876 |4 aut | |
| 856 | 4 | 2 | |m Digitalisierung UB Regensburg |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020542570&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-020542570 | ||
| 883 | 1 | |8 1\p |a cgwrk |d 20201028 |q DE-101 |u https://d-nb.info/provenance/plan#cgwrk | |
| 883 | 1 | |8 2\p |a cgwrk |d 20201028 |q DE-101 |u https://d-nb.info/provenance/plan#cgwrk | |
Datensatz im Suchindex
| _version_ | 1804143233555496960 |
|---|---|
| adam_text | Contents
Preface
v
Acknowledgements
vii
List of exhibits
xxi
List of cases
xxiv
How to use this book
xxvi
How to use the Online Resource Centre
xxviii
part
і
Introduction
1
1
Introduction to global strategic management
3
Learning outcomes
3
Opening case study: IKEA
4
1.1
Introduction
6
1.2
Defining the strategic management field
6
1.3
Phases of global strategy
8
1.3.1
Single-country strategy
8
1.3.2
Export strategy
11
1.3.3
International strategy
11
1.3.4
Global strategy
11
1.4
International strategy and global strategy: what is the difference?
12
1.5
Defining global strategic management
13
1.6
Drivers for a global strategic perspective
15
1.6.1
Macro globalizing drivers
16
1.6.2
Industry globalizing drivers
27
1.6.3
Internal globalizing drivers
29
1.7
Organization of the book
30
Key readings
31
Discussion questions
31
Closing case study: Walmartv.
LľMH—two
retailers, two different global strategies
31
References
35
part
π
Global strategic analysis
37
2
Global business environment: the external macro environment
39
Learning outcomes
39
Opening case study: Ilie Brazilian Embraer and the external business environment
40
2.1
Introduction
41
2.2
The external business environment
42
Contents
2.2.1
Identifying threats and opportunities
43
2.2.2
Strategic fit and firm performance
43
2.3
PEST analysis
44
2.4
The political environment
47
2.4.1
Regionalintegration
47
2.4.2
Government legislation
49
2.4.3
Political risk 50
2.4.4
Corruption 51
2.5
The economic environment
52
2.5.1
Cost of production
52
2.5.2
Currency exchange rates
54
2.5.3
Cost of capital
55
2.6
The social environment
56
2.6.1
Social change
56
2.6.2
Global convergence
56
2.7
The technological environment
57
2.7.1
Global technology scanning and technology clusters
57
2.7.2
The knowledge-based economy
58
2.7.3
The spread of the Internet
59
2.8
National environmental influences and the Diamond Model
60
2.8.1
Factor conditions
63
2.8.2
Demand conditions
63
2.8.3
Related and supporting industries
63
2.8.4
Firm strategy, structure, and rivalry
64
2.9
Criticisms of the Diamond Model
64
2.9.1
The Diamond Model for small nations
65
2.9.2
The Diamond Model and globalization
65
2.9.3
Response to criticisms
66
2.10
Summary
66
Key readings
67
Discussion questions
67
Closing case study: Lockheed Martin—from conquering Russia to
68
conquering space
References
70
3
Global business environment: the industry environment
73
Learning outcomes
73
Opening case study: Global economic recession and super luxury cars
74
3.1
Introduction
75
3.2
Understanding and adapting to industry environment
76
3.2.1
Market segmentation analysis
76
3.2.2
Strategic group analysis
77
Contents
3.3
The Five
Forces Model 80
3.3.1
Barriers to entry
83
3.3.2
Bargaining power of buyers and suppliers
86
3.3.3
Threat of substitutes
88
3.3.4
Rivalry
89
3.4
Criticisms of the Five Forces Model
90
3.4.1
Static v. dynamic competition
91
3.4.2
Industry profitability
91
3.4.3
Response to criticisms
91
3.5
Industry evolution
92
3.5.1
The five phases of the International Product Life Cycle (IPLC)
94
3.5.2
Criticisms of the IPLC model
96
3.6
Anticipating the future
97
3.6.1
Forecasting
98
3.6.2
Scenario analysis
99
3.6.3
Anticipating the future and globalization
101
3.7
Summary
101
Key readings
102
Discussion questions
102
Closing case study:
lhe
rise of Linux—
tlie
baiile
for the operating system market
103
References
106
4
Global business environment: analysis of the internal environment
109
Learning outcomes
109
Opening case study: Google.com
110
4.1
Introduction
112
4.2
Positioning perspective v. resource-based perspective
112
4.2.1
The positioning perspective
113
4.2.2
The resource-based perspective
113
4.2.3
Industry profitability v. firm profitability
114
4.3
Analysing firm resources and capabilities
115
4.3.1
Resources
115
4.3.2
Capabilities
116
4.3.3
Core competencies
116
4.3.4
The VRIO framework
117
4.3.5
Resources and capabilities in multinational firms
120
4.3.6
Changing global markets and dynamic capabilities
122
4.4
Global value chains and value systems
122
4.4.1
Value added
123
4.4.2
Value chain analysis
125
4.4.3
4faiue system analysis
126
4.4.4
Value analysis and cost advantages
128
Contents
4.4.5
Value analysis and
Strategie
linkages
130
4.4.6
Value analysis and global location decisions
131
4.5
Comparative analysis
132
4.5.1
Competitor intelligence
133
4.5.2
Benchmarking
134
4.5.3
Internal comparative analysis
135
4.5.4
Comparative analysis in global markets
137
4.6
Summary
137
Key readings
138
Discussion questions
138
Closing case study: Clothing industry supply chains and Zara s business model
139
References
141
partiu
Global strategic development
145
5
Managing the internationalization process
147
Learning outcomes
147
Opening case study: Internationalization of a French retailer—
Carrefour
148
5.1
Introduction
150
5.2
Decision and motives to internationalize
150
5.2.1
Organizational factors
150
5.2.2
Environmental factors
152
5.2.3
Motives for foreign investment
153
5.3
The internationalization process
154
5.3.1
Timing of market entry
154
5.3.2
Obstacles to internationalization
155
5.3.3
Perceptions of managers
157
5.3.4
Psychic distance and internationalization
157
5.3.5
The Uppsala Model
158
5.4
Criticisms of the Uppsala Model
159
5.4.1.
Firms not following Uppsala Model
160
5.4.2
The Born Global firm
160
5.4.3
Response to criticisms
161
5.5
Entry mode strategies
164
5.5.1
Export
164
5.5.2
Licensing
165
5.5.3
International franchising
168
5.5.4
Wholly-owned ventures
169
5.6
Entry modes and risk v. control
171
5.7
De-internationalization I73
5.8
Summary 174
Contents
Key
readings
174
Discussion questions
175
Closing case study: Internationalization of a Chinese firm
—
the Haier Group
175
References
178
6
International strategic alliances: partnership and cooperation
183
Learning outcomes
183
Opening case study: Fiat—the quest for global leadership
184
6.1
Introduction
186
6.2
The concept of international strategic alliances
186
6.3
International strategic alliances: external drivers and internal motives
188
6.3.1
External drivers of alliance formation
188
6.3.2
Internal motives for alliances
188
6.4
Types of alliance
189
6.4.1
International expansion alliance
189
6.4.2
Vertical integration alliance
190
6.4.3
Diversification alliance
192
6.4.4
Complementary alliance
192
6.4.5
Shared supply alliance
192
6.4.6
Quasi-concentration alliance
192
6.5
Selecting partners
193
6.5.1
Partner selection criteria
193
6.5.2
Optimal business partner
195
6.5.3
Strategic alliances in emerging economies
197
6.6
Control in strategic alliances
198
6.6.1
Control mechanisms
198
6.6.2
Focus of control
200
6.6.3
Control and performance
200
6.7
International strategic alliances: balancing risks and trust
201
6.7.1
Risks in strategic alliances
202
6.7.2
Trust in strategic alliances
202
6.8
Summary
205
Key readings
206
Discussion questions
206
Closing case study: Tyrian Diagnostics—dancing with the big pharmas
206
References
208
7
The subsidiary-level strategy
211
Learning outcomes
211
Opening case study: Dell in China: will the direct sales model crack in China?
212
7.1
Introduction
214
7.2
Global strategy levels
216
Contents
7.3 Strategie
role of subsidiaries
217
7.4
Types of subsidiary-level strategy
218
7.4.1
Support and implementation
218
7.4.2
Autonomous subsidiaries
220
7.5
Global generic strategies
222
7.5.1
Cost leadership strategy
224
7.5.2
Differentiation strategy
227
7.5.3
Focused low-cost strategy
228
7.5.4
Focus differentiation strategy
228
7.5.5
Integrated strategy or stuck in the middle
229
7.5.6
Criticisms of generic strategies
230
7.6
Summary
230
Key readings
231
Discussion questions
231
Closing case study: Managing the melamine contamination crisis by Nestle China
232
References
234
8
Headquarter-level strategy
237
Learning outcomes
237
Opening case study: The house of Tata
238
8.1
Introduction
240
8.2
The role of the corporate parent
240
8.3
Headquarter-level control strategies
242
8.3.1
Types of control
243
8.3.2
Focus of control
243
8.3.3
Control and global values
244
8.3.4
Barriers and challenges to headquarter-level control
247
8.4
Diversification strategies
248
8.4.1
Industrial diversification
249
8.4.2.
Types of industrial diversification
252
8.4.3
Global diversification
256
8.5
Global sourcing strategies
259
8.5.1
Vertical integration
260
8.5.2
Outsourcing
262
8.6
Managing global portfolios
266
8.7
Summary
270
Key readings
271
Discussion questions
271
Closing case study: Lufthansa s diversification strategy
272
References
273
Contents
PART iV Global strategic implementation
277
9 Global
structures and designs
279
Learning outcomes
279
Opening case study: Procter
&
Gamble (P&G)
280
9.1
Introduction
283
9.2
Organizational structures: what are they?
284
9.3
Domestic organizational structures
285
9.4
Strategy and structure of multinational firms
288
9.4.1
Functional structures
290
9.4.2
International division structure
291
9.4.3
Area or geographical division structure
292
9.4.4
Product division structure
293
9.4.5
The matrix structure
295
9.5
Balancing integrations and local responsiveness: broad forms of
international strategy
297
9.5.1
lhe
export firm
297
9.5.2
lhe
multi-domestic firm
298
9.5.3
The global firm
299
9.5.4
The transnational firm
300
9.6
Summary
303
Key readings
304
Discussion questions
305
Closing case study: Restructuring Sony
305
References
312
10
Global management of change
315
Learning outcomes
315
Opening case study: Shanghai Volkswagen
316
10.1
Introduction
318
10.2
Types of change
318
10.2.1
Incremental change
318
10.2.2
Transformational change
319
10.2.3
Types of change and national cultures
320
10.2.4
Organizational change and national culture
321
10.3
People involved in the change process
325
10.3.1
The change agent
325
10.3.2
The role of subordinate and subsidiary managers
327
10.4
The change process
328
10.4.1
A model of the change process
328
10.4.2
People s reaction to change
329
10.5
Appropriate styles of change management
331
Contents
10.6
Implementing
change
333
10.6.1
Projectteams 333
10.6.2
Moving people
334
10.6.3
Expatriates
335
10.7
Communication issues
335
10.7.1
Difficulties in discussing issues linked to change
335
10.7.2
The role of language
336
10.7.3
Business implications
336
10.7.4
Overcoming language problems
337
10.8
Negotiation with outside parties
338
10.9
Summary
339
Key readings
340
Discussion questions
340
Closing case study: LG global rebranding
341
References
343
part v Global strategic innovation
345
11
Global management of innovation and knowledge
347
Learning objectives
347
Opening case study: Innovating the Google way
348
11.1
Introduction
349
11.2
What is innovation?
350
11.2.1
Innovation within the life cycle
352
11.2.2
Innovation and competitive advantage
354
11.3
Competing in technological markets
356
11.4
Managing knowledge
361
11.4.1
Knowledge creation
362
11.4.2
Knowledge transfer within multinationals
363
11.5
Global R&D networks
366
11.5.1
Outsourcing innovation globally
371
11.6
Summary
371
Key readings
372
Discussion questions
372
Closing case study: Outsourcing innovation in the pharmaceutical industry
373
References
375
12
Corporate Social Responsibility (CSR) and innovation
377
Learning outcomes
377
Opening case study:
Γηό
crises influence the strategy of Royal Dutch/Shell
378
12.1
Introduction
379
12.2
Corporate Social Responsibility (CSR) and corporate objectives
380
Contents
12.2.1
Companies and profit maximization
380
12.2.2
Changing views on the role of companies in society
381
12.2.3
National differences
381
12.3
Corporate Social Responsibility (CSR) and stakeholders
383
12.3.1
Stakeholder view of the firm
383
12.3.2
Stakeholder mapping
384
12.3.3
Problems in stakeholder mapping
386
12.3.4
Which stakeholders should the firm focus on?
386
12.3.5
Critique of stakeholder mapping
387
12.3.6
Issue analysis
388
12.4
CSR strategies and innovation
390
12.4.1
Generic strategies of social responsiveness
390
12.4.2
Benefits of CSR strategies
391
12.4.3
CSR strategies and innovation
392
12.4.4
Innovation and core competencies
392
12.4.5
Levels of social innovation
393
12.4.6
Non-traditional partnerships and innovation
395
12.5
Summary
396
Key readings
397
Discussion questions
397
Closing case study: BP tackles climate change and innovation
398
References
400
Index
403
|
| any_adam_object | 1 |
| author | Frynas, Jedrzej Georg Mellahi, Kamel |
| author_GND | (DE-588)121571785 (DE-588)130492876 |
| author_facet | Frynas, Jedrzej Georg Mellahi, Kamel |
| author_role | aut aut |
| author_sort | Frynas, Jedrzej Georg |
| author_variant | j g f jg jgf k m km |
| building | Verbundindex |
| bvnumber | BV036622562 |
| classification_rvk | QP 305 |
| ctrlnum | (OCoLC)732313844 (DE-599)BVBBV036622562 |
| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>02539nam a2200577 c 4500</leader><controlfield tag="001">BV036622562</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20110715 </controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">100818s2011 d||| |||| 00||| eng d</controlfield><datafield tag="015" ind1=" " ind2=" "><subfield code="a">GBB094879</subfield><subfield code="2">dnb</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9780199543939</subfield><subfield code="9">978-0-19-954393-9</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)732313844</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV036622562</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-355</subfield><subfield code="a">DE-1050</subfield><subfield code="a">DE-188</subfield><subfield code="a">DE-945</subfield><subfield code="a">DE-473</subfield><subfield code="a">DE-1049</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.4012</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 305</subfield><subfield code="0">(DE-625)141851:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Frynas, Jedrzej Georg</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)121571785</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Global strategic management</subfield><subfield code="c">Jedrzej George Frynas ; Kamel Mellahi</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">2. ed.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Oxford [u.a.]</subfield><subfield code="b">Oxford Univ. Press</subfield><subfield code="c">2011</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">XXIX, 422 S.</subfield><subfield code="b">graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">1. Aufl. u.d.T.: Mellahi, Kamel: Global strategic management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Strategic planning</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">International business enterprises / Management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Multinationales Unternehmen</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Multinationales Unternehmen</subfield><subfield code="0">(DE-588)4075092-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Strategische Planung</subfield><subfield code="0">(DE-588)4309237-8</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Internationales Management</subfield><subfield code="0">(DE-588)4114040-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="655" ind1=" " ind2="7"><subfield code="8">1\p</subfield><subfield code="0">(DE-588)4522595-3</subfield><subfield code="a">Fallstudiensammlung</subfield><subfield code="2">gnd-content</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Internationales Management</subfield><subfield code="0">(DE-588)4114040-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-188</subfield></datafield><datafield tag="689" ind1="1" ind2="0"><subfield code="a">Multinationales Unternehmen</subfield><subfield code="0">(DE-588)4075092-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2="1"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2=" "><subfield code="5">DE-188</subfield></datafield><datafield tag="689" ind1="2" ind2="0"><subfield code="a">Multinationales Unternehmen</subfield><subfield code="0">(DE-588)4075092-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="2" ind2="1"><subfield code="a">Internationales Management</subfield><subfield code="0">(DE-588)4114040-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="2" ind2="2"><subfield code="a">Strategische Planung</subfield><subfield code="0">(DE-588)4309237-8</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="2" ind2=" "><subfield code="8">2\p</subfield><subfield code="5">DE-604</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Mellahi, Kamel</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)130492876</subfield><subfield code="4">aut</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">Digitalisierung UB Regensburg</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020542570&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-020542570</subfield></datafield><datafield tag="883" ind1="1" ind2=" "><subfield code="8">1\p</subfield><subfield code="a">cgwrk</subfield><subfield code="d">20201028</subfield><subfield code="q">DE-101</subfield><subfield code="u">https://d-nb.info/provenance/plan#cgwrk</subfield></datafield><datafield tag="883" ind1="1" ind2=" "><subfield code="8">2\p</subfield><subfield code="a">cgwrk</subfield><subfield code="d">20201028</subfield><subfield code="q">DE-101</subfield><subfield code="u">https://d-nb.info/provenance/plan#cgwrk</subfield></datafield></record></collection> |
| genre | 1\p (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV036622562 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T22:44:24Z |
| institution | BVB |
| isbn | 9780199543939 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-020542570 |
| oclc_num | 732313844 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-1050 DE-188 DE-945 DE-473 DE-BY-UBG DE-1049 |
| owner_facet | DE-355 DE-BY-UBR DE-1050 DE-188 DE-945 DE-473 DE-BY-UBG DE-1049 |
| physical | XXIX, 422 S. graph. Darst. |
| publishDate | 2011 |
| publishDateSearch | 2011 |
| publishDateSort | 2011 |
| publisher | Oxford Univ. Press |
| record_format | marc |
| spelling | Frynas, Jedrzej Georg Verfasser (DE-588)121571785 aut Global strategic management Jedrzej George Frynas ; Kamel Mellahi 2. ed. Oxford [u.a.] Oxford Univ. Press 2011 XXIX, 422 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier 1. Aufl. u.d.T.: Mellahi, Kamel: Global strategic management Strategic planning International business enterprises / Management Multinationales Unternehmen Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Internationales Management (DE-588)4114040-0 gnd rswk-swf 1\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s Internationales Management (DE-588)4114040-0 s DE-188 Multinationales Unternehmen (DE-588)4075092-9 s Strategische Planung (DE-588)4309237-8 s 2\p DE-604 Mellahi, Kamel Verfasser (DE-588)130492876 aut Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020542570&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Frynas, Jedrzej Georg Mellahi, Kamel Global strategic management Strategic planning International business enterprises / Management Multinationales Unternehmen Multinationales Unternehmen (DE-588)4075092-9 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Internationales Management (DE-588)4114040-0 gnd |
| subject_GND | (DE-588)4075092-9 (DE-588)4309237-8 (DE-588)4124261-0 (DE-588)4114040-0 (DE-588)4522595-3 |
| title | Global strategic management |
| title_auth | Global strategic management |
| title_exact_search | Global strategic management |
| title_full | Global strategic management Jedrzej George Frynas ; Kamel Mellahi |
| title_fullStr | Global strategic management Jedrzej George Frynas ; Kamel Mellahi |
| title_full_unstemmed | Global strategic management Jedrzej George Frynas ; Kamel Mellahi |
| title_short | Global strategic management |
| title_sort | global strategic management |
| topic | Strategic planning International business enterprises / Management Multinationales Unternehmen Multinationales Unternehmen (DE-588)4075092-9 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Internationales Management (DE-588)4114040-0 gnd |
| topic_facet | Strategic planning International business enterprises / Management Multinationales Unternehmen Strategische Planung Strategisches Management Internationales Management Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020542570&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT frynasjedrzejgeorg globalstrategicmanagement AT mellahikamel globalstrategicmanagement |