Verfügbarkeit: Strategic management

Strategic management: text and cases

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Bibliographische Detailangaben
Hauptverfasser:	Dess, Gregory G. (VerfasserIn), Lumpkin, G. T. (VerfasserIn), Eisner, Alan, B. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	New York, NY McGraw-Hill/Irwin 2010
Ausgabe:	5. ed.
Schriftenreihe:	The McGraw-Hill Companies
Schlagworte:	Strategisches Management Lehrbuch
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	getr. Zähl. Ill., graph. Darst.
ISBN:	9780073530413

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Datensatz im Suchindex

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adam_text	Contents t Strategic Analysis Chapter 1 Strategic Management: Creating Competitive Advantages .............2 What Is Strategic Management? ..............9 Defining Strategic Management .....................9 The Four Key Attributes of Strategic Management ......10 The Strategic Management Process ..........12 Intended versus Realized Strategies .................13 Strategy Analysis ................................13 Strategy Formulation .............................75 Strategy Implementation .........................16 The Role of Corporate Governance and Stakeholder Management .............16 Alternative Perspectives of Stakeholder Management . . . 18 Social Responsibility and Environmental Sustainability: Moving beyond the Immediate Stakeholders .........21 The Strategic Management Perspective: An Imperative throughout the Organization ... 24 Ensuring Coherence in Strategic Direction .... 25 Organizational Vision ............................26 Mission Statements ..............................28 Strategic Objectives .............................29 Summary ......................................32 Chapter 2 Analyzing the External Environment of the Firm ........................38 Creating the Environmentally Aware Organization ...........................41 The Role of Scanning, Monitoring, Competitive Intelligence, and Forecasting ......................41 SWOT Analysis .................................47 The General Environment ..................47 The Demographic Segment ........................49 The Sociocultural Segment ........................49 The Political/Legal Segment .......................50 The Technological Segment ........................57 The Economic Segment ...........................52 The Global Segment .............................52 Relationships among Elements of the General Environment ..........................53 The Competitive Environment ...............56 Porter s Five-Forces Model of Industry Competition .... 56 How the Internet and Digital Technologies Are Affecting the Five Competitive Forces ..........62 Using Industry Analysis: A Few Caveats .............67 Strategic Groups within Industries ..................70 Summary ......................................73 Chapter 3 Assessing the Internal Environment of the Firm ........................78 Value-Chain Analysis ......................82 Primary Activities ...............................83 Support Activities ...............................85 Interrelationships among Value-Chain Activities within and across Organizations ..................89 Applying the Value Chain to Service Organizations .....90 Resource-Based View of the Firm ............91 Types of Firm Resources ..........................93 Firm Resources and Sustainable Competitive Advantages ........................94 The Generation and Distribution of a Firm s Profits: Extending the Resource-Based View of the Firm .....99 Evaluating Firm Performance: Two Approaches ........................101 Financial Ratio Analysis .........................707 Integrating Financial Analysis and Stakeholder Perspectives: The Balanced Scorecard ............104 Summary .....................................108 Appendix to Chapter 3: How the Internet and Digital Technologies Add Value ..........................773 Chapter 4 Recognizing а Firm s Intellectual Assets: Moving beyond a Firm s Tangible Resources .......................118 The Central Role of Knowledge in Today s Economy .....................120 Human Capital: The Foundation of Intellectual Capital ...................123 Attracting Human Capital ........................725 Developing Human Capital ......................126 Retaining Human Capital ........................129 Enhancing Human Capital: The Role of Diversity in the Workforce ..............................757 XXIV The Vital Role of Social Capital .............133 How Social Capital Helps Attract and Retain Talent ................................134 Social Networks: Implications for Knowledge Management and Career Success ................136 The Potential Downside of Social Capital ...........140 Using Technology to Leverage Human Capital and Knowledge ..................141 Using Networks to Share Information ...............141 Electronic Teams: Using Technology to Enhance Collaboration ......................143 Codifying Knowledge for Competitive Advantage ..................................144 Protecting the Intellectual Assets of the Organization: Intellectual Property and Dynamic Capabilities ...............147 Intellectual Property Rights ......................147 Dynamic Capabilities ...........................147 Summary .....................................149 part 2 Strategic Formulation Chapter 5 Business-Level Strategy: Creating and Sustaining Competitive Advantages ......................156 Types of Competitive Advantage and Sustainability ......................158 Overall Cost Leadership .........................160 Differentiation .................................165 Focus ........................................170 Combination Strategies: Integrating Overall Low Cost and Differentiation ...................172 How the Internet and Digital Technologies Are Affecting the Competitive Strategies .............................176 Overall Cost Leadership .........................176 Differentiation .................................177 Focus ........................................178 Are Combination Strategies the Key to E-Business Success? ........................179 Industry Life Cycle Stages: Strategic Implications ...........................179 Strategies in the Introduction Stage ................182 Strategies in the Growth Stage ....................182 Strategies in the Maturity Stage ...................183 Strategies in the Decline Stage ....................184 Turnaround Strategies ...........................187 Summary ....................................188 Chapter 6 Corporate-Level Strategy: Creating Value through Diversification .......194 Making Diversification Work: An Overview ...........................198 Related Diversification: Economies of Scope and Revenue Enhancement .......199 Leveraging Core Competencies ...................200 Sharing Activities ..............................207 Related Diversification: Market Power .......203 Pooled Negotiating Power ........................203 Vertical Integration .............................206 Unrelated Diversification: Financial Synergies and Parenting .................209 Corporate Parenting and Restructuring .............209 Portfolio Management ...........................211 Caveat: Is Risk Reduction a Viable Goal of Diversification? ...........................214 The Means to Achieve Diversification ........214 Mergers and Acquisitions ........................215 Strategic Alliances and Joint Ventures ...............220 Internal Development ...........................222 How Managerial Motives Can Erode Value Creation .........................223 Growth for Growth s Sake ........................223 Egotism ......................................224 Antitakeover Tactics ............................225 Summary .....................................227 Chapter 7 International Strategy: Creating Value in Global Markets ............232 The Global Economy: A Brief Overview ......234 Factors Affecting a Nation s Competitiveness ........................235 Factor Endowments .............................237 Demand Conditions ............................237 Related and Supporting Industries .................237 Firm Strategy, Structure, and Rivalry ...............238 Concluding Comment on Factors Affecting a Nation s Competitiveness .....................238 International Expansion: A Company s Motivations and Risks ....................238 Motivations for International Expansion ............238 Potential Risks of International Expansion ...........243 Global Dispersion of Value Chains: Outsourcing and Offshoring ..............................246 Achieving Competitive Advantage in Global Markets ......................248 Two Opposing Pressures: Reducing Costs and Adapting to Local Markets ..................248 International Strategy ...........................250 Global Strategy ................................251 Multidomestic Strategy ..........................253 Transnational Strategy ..........................255 Global or Regional? A Second Look at Globalization .............................257 Entry Modes of International Expansion ___259 Exporting .....................................260 Licensing and Franchising .......................261 Strategic Alliances and Joint Ventures ...............261 Wholly Owned Subsidiaries ......................263 Summary .....................................265 Chapter 8 Entrepreneurial Strategy and Competitive Dynamics .........270 Recognizing Entrepreneurial Opportunities .. 273 Entrepreneurial Opportunities ....................276 Entrepreneurial Resources .......................279 Entrepreneurial Leadership ......................285 Entrepreneurial Strategy ..................285 Entry Strategies ................................286 Generic Strategies ..............................290 Combination Strategies ..........................293 Competitive Dynamics ....................294 New Competitive Action .........................294 Threat Analysis ................................295 Motivation and Capability to Respond ..............297 Types of Competitive Actions .....................300 Likelihood of Competitive Reaction ................301 Choosing Not to React: Forbearance and Co-opetition .............................302 Summary .....................................304 f з Strategic Implementation Chapter 9 Strategic Control and Corporate Governance .....................310 Ensuring Informational Control: Responding Effectively to Environmental Change ......313 A Traditional Approach to Strategic Control ..........313 A Contemporary Approach to Strategic Control .......314 Attaining Behavioral Control: Balancing Culture, Rewards, and Boundaries ........316 Building a Strong and Effective Culture .............317 Motivating with Rewards and Incentives ............318 Setting Boundaries and Constraints ................320 Behavioral Control in Organizations: Situational Factors ...........................323 Evolving from Boundaries to Rewards and Culture .... 323 The Role of Corporate Governance ..........324 The Modern Corporation: The Separation of Owners (Shareholders) and Management ................326 Governance Mechanisms: Aligning the Interests of Owners and Managers ......................327 External Governance Control Mechanisms ..........332 Corporate Governance: An International Perspective . . 336 Summary .....................................340 Chapter 10 Creating Effective Organizational Designs .........................346 Traditional Forms of Organizational Structure .............................349 Patterns of Growth of Large Corporations: Strategy-Structure Relationships .................349 Simple Structure ...............................351 Functional Structure ............................351 Divisional Structure ............................353 Matrix Structure ...............................356 International Operations: Implications for Organizational Structure ....................357 Global Start-Ups: A New Phenomenon .............358 How an Organization s Structure Can Influence Strategy Formulation ..................359 Linking Strategic Reward and Evaluation Systems to Business-Level and Corporate-Level Strategies ...............360 Business-Level Strategy: Reward and Evaluation Systems .......................361 Corporate-Level Strategy: Strategic Reward and Evaluation Systems .......................362 Boundaryless Organizational Designs ........363 The Barrier-Free Organization ....................364 The Modular Organization .......................367 The Virtual Organization ........................370 Boundaryless Organizations: Making Them Work .....372 Creating Ambidextrous Organizational Designs ...............................375 Ambidextrous Organizations: Key Design Attributes . .. 375 Why Was the Ambidextrous Organization the Most Effective Structure? ...........................376 Summary .....................................376 XXVI Chapter Π Strategic Leadership: Creating a Learning Organization and an Ethical Organization .....................382 Leadership: Three Interdependent Activities ..............................385 Setting a Direction .............................386 Designing the Organization ......................388 Nurturing an Excellent and Ethical Culture ..........388 Elements of Effective Leadership ...........390 Integrative Thinking ............................390 Overcoming Barriers to Change ...................391 The Effective Use of Power .......................393 Emotional Intelligence: A Key Leadership Trait .......................394 Self-Awareness ................................396 Self-Regulation ................................397 Motivation ....................................397 Empathy .....................................397 Social Skill ...................................397 Emotional Intelligence: Some Potential Drawbacks and Cautionary Notes .........................398 Developing a Learning Organization ........400 Inspiring and Motivating People with a Mission or Purpose .........................401 Empowering Employees at All Levels ...............401 Accumulating and Sharing Internal Knowledge .......402 Gathering and Integrating External Information ......404 Challenging the Status Quo and Enabling Creativity. . . 406 Creating an Ethical Organization ...........407 Individual Ethics versus Organizational Ethics .......407 Integrity-Based versus Compliance-Based Approaches to Organizational Ethics .............410 Role Models ..................................411 Corporate Credos and Codes of Conduct ............412 Reward and Evaluation Systems ...................414 Policies and Procedures .........................415 Summary .....................................418 Chapter 12 Managing Innovation and Fostering Corporate Entrepreneurship ........424 Managing Innovation .....................427 Types of Innovation .............................427 Challenges of Innovation ........................431 Defining the Scope of Innovation ..................432 Managing the Pace of Innovation ..................432 Staffing to Capture Value from Innovation ...........433 Collaborating with Innovation Partners .............434 Corporate Entrepreneurship ...............435 Focused Approaches to Corporate Entrepreneurship .............................439 Dispersed Approaches to Corporate Entrepreneurship .............................440 Measuring the Success of Corporate Entrepreneurship Activities .....................442 Real Options Analysis: A Useful Tool ........444 Applications of Real Options Analysis to Strategic Decisions .........................444 Potential Pitfalls of Real Options Analysis ...........445 Entrepreneurial Orientation ...............447 Autonomy ....................................448 Innovativeness .................................449 Proactiveness .................................452 Competitive Aggressiveness ......................453 RiskTaking ...................................455 Summary .....................................457 Щгї 4 Case Analysis Chapter 13 Analyzing Strategic Management Cases ..........................462 Why Analyze Strategic Management Cases? ................................464 How to Conduct a Case Analysis ............465 Become Familiar with the Material ................467 Identify Problems ..............................468 Conduct Strategic Analyses .......................469 Propose Alternative Solutions .....................471 Make Recommendations .........................471 How to Get the Most from Case Analysis .....473 Using Conflict-Inducing Decision-Making Techniques in Case Analysis ..............475 Symptoms of Groupthink and How to Prevent It .......478 Using Conflict to Improve Decision Making. .........479 Following the Analysis-Decision-Action Cycle in Case Analysis ..................481 Summary .....................................485 Appendix 1 to Chapter 13: Financial Ratio Analysis . . . 486 Appendix 2 to Chapter 13: Sources of Company and Industry Information ......................495 Cases C-1 XXVII Cases 1 Robin Hood Hypothetical/Classic Robin Hood and his Merrymen are in trouble as wealthy travelers are avoiding Sherwood Forest. This classic case is an excellent introduction to strategy management using a nonbusiness situation ................................................................................................................................................. C2 2 Edward Marshall Boehm, Inc. Housewares & Accessories, Porcelain Collectibles; Classic This classic case concerns the future direction of a small, high-quality porcelain art objects company. ........................................................................................................................................................... C3 3 The Skeleton in the Corporate Closet Hypothetical; HBR Brief Case Hap Parker, CEO of GPC, has new, unwanted, and ambiguous information. What Parker does with the information will define his tenure as CEO and perhaps the future of GPC, the firm his grandfather started 75 years ago. ................................................................................................ C4 4 The Best-Laid Incentive Plans Hypothetical; HBR Brief Case Rainbarrel Products had a new performance management system in place; the problem was that employees were following it and doing exactly the things that got rewarded. ................ C7 5 Growing for Broke Hypothetical; HBR Brief Case Paragon Tool, a thriving machine tool company in an increasingly tough industry, has been pouring money into growth initiatives. These efforts have shrunk the company s margins, but CEO Nikolas Anaptyxi believes they ll provide the foundation for a profitable future. Now Paragon is weighing the acquisition of MonitoRobotics, a company with proprietary technology for monitoring the functioning of robotics equipment. .............................. СП 6 Crown Cork & Seal in 1989 Harvard Business School; Classic; Manufacturing CEO William Avery is forced to consider new strategic options in the face of changes in the metal container industry. .......................................................................................................................... C15 7 Automation Consulting Services Harvard Business School; Classic; Professional Services Automation Consulting s founding partners have to grapple with the challenges of managing rapid growth and geographic expansion .................................................................................... C32 8 Enron: On the Side of the Angels Ethics/Energy This case provides students an overview of Enron Corporation s demise, one of the precipitating events for a new era of regulation ........................................................................................... C38 XXVIII 9 American Red Cross Nonprofit Marsha Marty Johnson Evans had her work cut out for her as the new CEO of the American Red Cross. Negative publicity and problems included a workers strike, a lawsuit relating to the handling of blood sales, and the Liberty Disaster Relief Fund issue, among others. ............ C48 10 United Way of America Nonprofit Brian Gallagher, United Way of America CEO, established new membership standards for United Way affiliates operations, rebranded United Way as doing what matters in the communities it served, and addressed the long-term needs of communities. Gallagher needed to convince the United Way affiliates to buy into the change effort, but he did not have much leverage over them ........................................................................................................................................ C57 11 World Wrestling Entertainment Entertainment WWE s potent mix of shaved, pierced, and pumped-up muscled hunks; buxom, scantily<lad, and sometimes cosmetically enhanced beauties; and body-bashing clashes of good versus evil had resulted in an empire that claimed over 35 million fans. ...................................................... C67 12 Schoolhouse Lane Estates Wine Should Jan purchase grape-growing land or expand her retail operations for her winery? ...... C74 13 QVC Retail Nail clippers that catch clippings, bicycle seats built for bigger bottoms, and novelty items shaped like coffins were among the nearly 600 products trying out for a spot on the QVC home shopping channel. However, QVC s CEO Mike George is concerned about where the opportunities for further growth will come from for the world s largest television home shopping channel. ....................................................................................................................................................... C87 14 McDonald s Restaurant McDonald s turnaround strategy was working, but the firm still faced a rapidly fragmenting market where changes in the tastes of consumers had made once-exotic foods like sushi and burritos everyday options. ............................................................................................................................. C92 15 Procter & Gamble Consumer Products Procter & Gamble was the world s largest consumer products conglomerate, with billion-dollar brands such as Tide, Crest, Pampers, Gillette, Right Guard, and Duracell. However, sales were down as consumers were coping with the economic downturn by switching to P&G s lower-priced brands. ................................................................................................................................................... C99 16 Heineken Beer Heineken can lay claim to a brand that may be the closest thing to a global beer brand. But in the United States, Heineken has lost its leading position among imported beers to Corona, the Mexican beer that is often served with a garnish of lime. ........................................... C106 xxix 17 Pixar Movies Disney CEO Bob Iger worked hard to clinch the deal to acquire Pixar, whose track record has made it one of the world s most successful animation companies. Both Jobs and Iger realized, however, that they must try to protect Pixar s creative culture while they also try to carry some of it over to Disney s animation efforts ................................................................................................................................................................ CUO 18 Johnson & Johnson Pharmaceuticals, Personal Care Products, Medical Devices CEO William Weldon knows it will be hard to maintain J&J s 10 percent growth rate through acquisitions. J&J needs collaboration between the business units without killing their entrepreneurial culture ............................................................................................................................... C115 19 Samsung Electronics Consumer Electronics Samsung has transformed itself into creating cutting-edge technologies across a spectrum of product lines since its brush with bankruptcy just eight years ago. But is Samsung entering a midlife crisis of complacency? ..................................................................................................... C122 20 Lenovo s Purchase of IBM s PC Division Computers Lenovo Computer, the largest PC manufacturer in China, was struggling to integrate the PC division of IBM Corporation, which it had acquired in a $1.25 billion deal that gave Lenovo instant name recognition and an instant worldwide footprint. .......................................... C128 21 The Casino Industry Casino Industry To deal with the slower growth in gaming revenues, casinos have felt the need to spend more and more in order to entice more gamblers. ................................................................................... C135 22 Mattel s Misfit Toys Toys Mattel s CEO, Robert Eckert, has his work cut out for him in balancing competitive pressures with restoring consumer trust and confidence in the toy industry. Mattel announced the largest toy recall in units in its history, including the Elmo, Big Bird, and Dora characters. How did lead paint slip into Mattel s production line? How did tainted toys slip past his company s inspections?. ......................................................................................................................................... C141 23 Apple inc.: Taking a Bite Out of the Competition Computers, Consumer Electronics Apple appeared to be reinventing itself as a digital entertainment company, moving beyond the personal computer industry. ........................................................................................................ C155 24 Jamba Juice Smoothies, Juice Bar, Restaurant Jamba Juice Company gradually expanded its product line over the past several years to offer Jamba products that pleased a broader palate, but was the company biting off more than it could chew? In light of mounting same-store sales declines and financial losses, CEO James White had his work cut out for him .................................................................................................. C168 xxx 25 China s Geely Automotive Holdings, Ltd.: Targeting the U.S. Market Automotive Geely, China s largest privately owned automaker, was considering a play for the American automobile market. Chinese vehicle exports had primarily been limited to buses and trucks and other heavy equipment; however, Geely felt it might be ready to compete in the large, potentially lucrative U.S. market with low-priced vehicles. ...................................................................... C178 26 JetBlue Airlines: Will It Remain Blue ? Airline This airline start-up success story is facing new challenges as operational problems have surfaced and the founder has left the CEO s seat. ..................................................................................... C185 27 Southwest Airlines: Does LUV Last? Airline Southwest Airlines has emerged as the largest domestic carrier. As Southwest is becoming a different creature, how long can it hold on to its underdog image? .......................................... C194 28 Dippin Dots Ice Cream Ice Cream Dippin Dots Ice Cream is faced with mounting competition for its flagship tiny beads of ice cream that are made and served at super-cold temperatures. Can it survive the chill of the economic downturn? ................................................................................................................................ C204 29 Keurig Coffee Coffee New CEO Michelle Stacey must perk up Keurig from a technology-focused firm to one that can navigate the caffeine-charged, single-cup-brewing coffee maker business. ..................... C213 30 Weight Watchers International Inc. Weight Loss Weight Watchers, while the undeniable industry standard, had lost some of its luster as many potential consumers considered it the prior generation s answer to weight loss. ............ C225 31 A Horror Show at the Cinemaplex? Movie Movies remain as popular as ever, but opportunities for viewing outside the theater have greatly increased. While motion picture studios increased revenues through product licensing, DVD sales, and international expansion, the exhibitors — movie theaters — have seen their business decline. ................................................................................................................................. C236 32 Build-A-Bear Workshop Retail While Build-A-Bear celebrated its 10th anniversary with the making of its 50-millionth furry friend in 2007, the company s future prospects began to fade. Following a huge success in its early years of operations, Build-A-Bear Workshop was faced with a decline in sales figures as of 2008................................................................................................................................................... C242 33 Reader s Digest: For Whom and for How Much Longer? Publishing The Reader s Digest Association s products were mature, but the problem was that the reader¬ ship was even more mature and efforts to entice younger customers were to no avail. .......... C250 xxxi 34 General Motors Automotive General Motors was on the brink of its own demise. Restructuring plans had not been able to stem the tide of sweeping losses. Was GM, the largest U.S. automaker, running on empty? ................................................................................................................................................................... C262 35 Nintendo s Wii Video Games Nintendo s Wii video game console might be the top-selling console if the company can deliver the goods. ............................................................................................................................................ C269 36 One Ford: The Shape of Ford Motor Company to Come? Automotive Ford Motor Company was setting records but, unfortunately, not encouraging ones. Can a leaner Ford survive in the automobile industry? ........................................................................ C278 37 American International Group and the Bonus Fiasco Insurance AIG, one of the largest and most respected insurance companies in the world, found itself in big financial distress in September 2008. Unable to post collateral, AIG approached the government for a bailout. ............................................................................................................................ C293 38 eBay: Expanding into Asia Internet eBay s joint venture with Beijing-based Tom Online was expected to give eBay some of the local expertise it desperately needed to compete with China s top auction site, Taobao. However, little ground was gained, and CEO John Donahoe would have to reconcile why one of the fastest-growing companies in history was moving so slowly. .......................................... C296 39 Ann Taylor: Survival in Specialty Retail Retail, Women s Fashion The founding brand, the Ann Taylor division, struggled to maintain focus and present basic, professional clothing to its iconic customers after being upstaged by its younger sister, Ann Taylor Loft. ............................................................................................................................................ C308 40 FreshDirect: Delivering the Goods? Grocery Can FreshDirect, a New York City-based online grocer, maintain high product quality while keeping product prices low, leading to razor-thin margins among abundant competition from both online and traditional grocers?. ......................................................................... C323 Indexes 1-1 Company 1-1 Name 1-Ю Subject 1-20
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spelling	Dess, Gregory G. Verfasser (DE-588)170318850 aut Strategic management text and cases Gregory G. Dess ; G. T. Lumpkin ; Alan B. Eisner 5. ed. New York, NY McGraw-Hill/Irwin 2010 getr. Zähl. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier The McGraw-Hill Companies Strategisches Management (DE-588)4124261-0 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Lumpkin, G. T. Verfasser (DE-588)171907426 aut Eisner, Alan, B. Verfasser aut Digitalisierung UB Bamberg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020548419&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
spellingShingle	Dess, Gregory G. Lumpkin, G. T. Eisner, Alan, B. Strategic management text and cases Strategisches Management (DE-588)4124261-0 gnd
subject_GND	(DE-588)4124261-0 (DE-588)4123623-3
title	Strategic management text and cases
title_auth	Strategic management text and cases
title_exact_search	Strategic management text and cases
title_full	Strategic management text and cases Gregory G. Dess ; G. T. Lumpkin ; Alan B. Eisner
title_fullStr	Strategic management text and cases Gregory G. Dess ; G. T. Lumpkin ; Alan B. Eisner
title_full_unstemmed	Strategic management text and cases Gregory G. Dess ; G. T. Lumpkin ; Alan B. Eisner
title_short	Strategic management
title_sort	strategic management text and cases
title_sub	text and cases
topic	Strategisches Management (DE-588)4124261-0 gnd
topic_facet	Strategisches Management Lehrbuch
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020548419&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
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