Exploring strategy:
Gespeichert in:
| Vorheriger Titel: | Johnson, Gerry Exploring corporate strategy |
|---|---|
| Hauptverfasser: | , , |
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Financial Times Prentice Hall
2011
|
| Ausgabe: | 9. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Ausg. ohne "Case Studies" mit anderer ISBN Literaturangaben |
| Beschreibung: | XXIX, 562 S. Ill., graph. Darst. 1 Beil. (internet access card) |
| ISBN: | 9780273737001 0273737007 |
Internformat
MARC
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| 245 | 1 | 0 | |a Exploring strategy |c Gerry Johnson ; Richard Whittington ; Kevan Scholes |
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Datensatz im Suchindex
| _version_ | 1804145577866297344 |
|---|---|
| adam_text | IMAGE 1
CONTENTS
LIST OF ILLUSTRATIONS AND KEY DEBATES XVI
LIST OF FIGURES XVIII
LIST OF TABLES XXI
PREFACE XXII
EXPLORING STRATEGY XXIV
GUIDED TOUR XXVI
1 INTRODUCING STRATEGY 2
1.1 INTRODUCTION 3
1.2 WHAT IS STRATEGY? 3
1.2.1 DEFINING STRATEGY 3
1.2.2 LEVELS OF STRATEGY 7
1.2.3 STRATEGY STATEMENTS 8
1.3 WORKING WITH STRATEGY 10
1.4 STUDYING STRATEGY 11
1.5 THE EXPLORING STRATEGY MODEL 14
1.5.1 STRATEGIC POSITION 16
1.5.2 STRATEGIC CHOICES 17
1.5.3 STRATEGY IN ACTION 18
1.5.4 EXPLORING STRATEGY IN DIFFERENT CONTEXTS 19
1.6 THE STRATEGY LENSES 20
SUMMARY 22
WORK ASSIGNMENTS 22
RECOMMENDED KEY READINGS 23
REFERENCES , 23
CASE EXAMPLE: GLASTONBURY - FROM HIPPY WEEKEND TO INTERNATIONAL FESTIVAL
24
COMMENTARY THE STRATEGY LENSES 27
PARTI
THE STRATEGIC POSITION
INTRODUCTION TO PART I 46
2 THE ENVIRONMENT 48
2.1 INTRODUCTION 49
2.2 THE MACRO-ENVIRONMENT 50
2.2.1 THE PESTEL FRAMEWORK 50
2.2.2 BUILDING SCENARIOS 51
IMAGE 2
VIII CONTENTS
2.3 INDUSTRIES AND SECTORS - 54
2.3.1 COMPETITIVE FORCES - THE FIVE FORCES FRAMEWORK 54
2.3.2 THE DYNAMICS OF INDUSTRY STRUCTURE 62
2.4 COMPETITORS AND MARKETS 69
2.4.1 STRATEGIC GROUPS 69
2.4.2 MARKET SEGMENTS 71
2.4.3 BLUE OCEAN THINKING 73
2.5 OPPORTUNITIES AND THREATS 74
SUMMARY 76
VIDEO ASSIGNMENT 16
WORK ASSIGNMENTS 77
RECOMMENDED KEY READINGS 77
REFERENCES 78
CASE EXAMPLE: GLOBAL FORCES AND THE WESTERN EUROPEAN BREWING INDUSTRY 79
3 STRATEGIC CAPABILITIES 82
3.1 INTRODUCTION * 83
3.2 FOUNDATIONS OF STRATEGIC CAPABILITY * 84
3.2.1 RESOURCES AND COMPETENCES 84
3.2.2 DYNAMIC CAPABILITIES 85
3.2.3 THRESHOLD AND DISTINCTIVE CAPABILITIES 87
3.3 VRIN STRATEGIC CAPABILITIES AS A BASIS OF COMPETITIVE ADVANTAGE 89
3.3.1 V-VALUE OF STRATEGIC CAPABILITIES 90
3.3.2 R - RARITY 90
3.3.3 I - INIMITABILITY 91
3.3.4 N - NON-SUBSTITUTABILITY 93
3.3.5 ORGANISATIONAL KNOWLEDGE AS A BASIS OF COMPETITIVE ADVANTAGE 94
3.4 DIAGNOSING STRATEGIC CAPABILITIES 96
3.4.1 BENCHMARKING 96
3.4.2 THE VALUE CHAIN AND VALUE NETWORK 97
3.4.3 ACTIVITY SYSTEMS 102
3.4.4 SWOT 106
3.5 MANAGING STRATEGIC CAPABILITY * 108
3.5.1 MANAGING ACTIVITIES FOR CAPABILITY DEVELOPMENT 109
3.5.2 MANAGING PEOPLE FOR CAPABILITY DEVELOPMENT 109
SUMMARY 111
WORK ASSIGNMENTS 112
VIDEO ASSIGNMENT 112
RECOMMENDED KEY READINGS 113
REFERENCES 113
CASE EXAMPLE: INSIDE DYSON : A DISTINCTIVE COMPANY? 115
I* STRATEGIC PURPOSE 118
4.1 INTRODUCTION 119
4.2 ORGANISATIONAL PURPOSE: VALUES, MISSION, VISION AND OBJECTIVES 120
IMAGE 3
4.2.1 STATEMENTS OF MISSION, VISION AND VALUE
4.2.2 OBJECTIVES 4.3 CORPORATE GOVERNANCE 4.3.1 THE GOVERNANCE CHAIN
4.3.2 DIFFERENT GOVERNANCE STRUCTURES
4.3.3 CHANGES AND REFORMS TO GOVERNANCE STRUCTURES 4.3.4 HOW BOARDS OF
DIRECTORS INFLUENCE STRATEGY 4.4 SOCIAL RESPONSIBILITY AND ETHICS 4.4.1
CORPORATE SOCIAL RESPONSIBILITY
4.4.2 THE ETHICS OF INDIVIDUALS AND MANAGERS 4.5 STAKEHOLDER
EXPECTATIONS 4.5.1 STAKEHOLDER GROUPS 4.5.2 STAKEHOLDER MAPPING
4.5.3 POWER SUMMARY VIDEO ASSIGNMENT WORK ASSIGNMENTS
RECOMMENDED KEY READINGS REFERENCES CASE EXAMPLE: (REDL*
CONTENTS IX
120
121 123 124 129 132 133 134 134 139 139 139 141 145 148 148 149 149 150
152
5 CULTURE AND STRATEGY 156
5.1 INTRODUCTION 157
5.2 STRATEGIC DRIFT 158
5.2.1 STRATEGIES CHANGE INCREMENTALLY 158
5.2.2 THE TENDENCY TOWARDS STRATEGIC DRIFT 160
5.2.3 A PERIOD OF FLUX 161
5.2.4 TRANSFORMATIONAL CHANGE OR DEATH 162
5.3 WHY IS HISTORY IMPORTANT? 162
5.3.1 PATH DEPENDENCY 163
5.3.2 HISTORICAL ANALYSIS 167
5.4 WHAT IS CULTURE AND WHY IS IT IMPORTANT? 168
5.4.1 NATIONAL AND REGIONAL CULTURES 168
5.4.2 THE ORGANISATIONAL FIELD 169
5.4.3 ORGANISATIONAL CULTURE 171
5.4.4 ORGANISATIONAL SUBCULTURES 174
5.4.5 CULTURE S INFLUENCE ON STRATEGY 174
5.4.6 ANALYSING CULTURE: THE CULTURAL WEB 176
5.4.7 UNDERTAKING CULTURAL ANALYSIS 178
SUMMARY 183
WORK ASSIGNMENTS 183
VIDEO ASSIGNMENT 184
RECOMMENDED KEY READINGS 184
REFERENCES 184
CASE EXAMPLE: CULTURAL TURNAROUND AT CLUB MED 187
COMMENTARY ON PART I THE STRATEGIC POSITION 190
IMAGE 4
X CONTENTS
PART II
STRATEGIC CHOICES
INTRODUCTION TO PART II 194
6 BUSINESS STRATEGY 196
6.1 INTRODUCTION 197
6.2 IDENTIFYING STRATEGIC BUSINESS UNITS 198
6.3 GENERIC COMPETITIVE STRATEGIES 199
6.3.1 COST-LEADERSHIP 200
6.3.2 DIFFERENTIATION STRATEGIES 203
6.3.3 FOCUS STRATEGIES 205
6.3.4 STUCK IN THE MIDDLE ? 207
6.3.5 THE STRATEGY CLOCK 208
6.3.6 LOCK-IN AND SUSTAINABLE BUSINESS STRATEGIES 210
6.4 INTERACTIVE STRATEGIES 210
6.4.1 INTERACTIVE PRICE AND QUALITY STRATEGIES 210
6.4.2 INTERACTIVE STRATEGIES IN HYPERCOMPETITION 214
6.4.3 COOPERATIVE STRATEGY - 215
6.4.4 GAME THEORY 217
SUMMARY 223
WORK ASSIGNMENTS 223
VIDEO ASSIGNMENT 224
RECOMMENDED KEY READINGS 224
REFERENCES 224
CASE EXAMPLE: MADONNA: THE REIGNING QUEEN OF POP? 226
7 CORPORATE STRATEGY AND DIVERSIFICATION 230 7.1 INTRODUCTION 231
7.2 STRATEGY DIRECTIONS 232
7.2.1 MARKET.PENETRATION 234
7.2.2 PRODUCT DEVELOPMENT 234
7.2.3 MARKET DEVELOPMENT 235
7.2.4 CONGLOMERATE DIVERSIFICATION 237
7.3 DIVERSIFICATION DRIVERS 237
7.4 DIVERSIFICATION AND PERFORMANCE 239
7.5 VERTICAL INTEGRATION 240
7.5.1 FORWARD AND BACKWARD INTEGRATION 240
7.5.2 TO INTEGRATE OR TO OUTSOURCE? 241
7.6 VALUE CREATION AND THE CORPORATE PARENT 243
7.6.1 VALUE-ADDING AND VALUE-DESTROYING ACTIVITIES OF CORPORATE PARENTS
244
7.6.2 THE PORTFOLIO MANAGER 247
7.6.3 THE SYNERGY MANAGER 248
7.6.4 THE PARENTAL DEVELOPER 248
7.7 PORTFOLIO MATRICES 249
7.7.1 THE BCG (OR GROWTH/SHARE) MATRIX 249
7.7.2 THE DIRECTIONAL POLICY (GE-MCKINSEY) MATRIX 252
7.7.3 THE PARENTING MIX 254
SUMMARY 257
IMAGE 5
CONTENTS XI
WORK ASSIGNMENTS 257
VIDEO ASSIGNMENT 258
RECOMMENDED KEY READINGS 258
REFERENCES 258
CASE EXAMPLE: VIRGIN: THE GLOBAL ENTREPRENEUR 260
8 INTERNATIONAL STRATEGY 264
8.1 INTRODUCTION 265
8.2 INTERNATIONALISATION DRIVERS 266
8.3 GEOGRAPHIC SOURCES OF ADVANTAGE 269
8.3.1 LOCATIONAL ADVANTAGE: PORTER S DIAMOND 270
8.3.2 THE INTERNATIONAL VALUE NETWORK 272
8.4 INTERNATIONAL STRATEGIES 274
8.5 MARKET SELECTION AND ENTRY 275
8.5.1 MARKET CHARACTERISTICS 276
8.5.2 COMPETITIVE STRATEGIES 279
8.5.3 ENTRY MODES 282
8.6 INTERNATIONALISATION AND PERFORMANCE 284
8.7 ROLES IN AN INTERNATIONAL PORTFOLIO 285
SUMMARY 288
WORK ASSIGNMENTS 288
VIDEO ASSIGNMENT 289
RECOMMENDED KEY READINGS 289
REFERENCES 289
CASE EXAMPLE: LENOVO COMPUTERS: EAST MEETS WEST 291
9 INNOVATION AND ENTREPRENEURSHIP 294
9.1 INTRODUCTION 295
9.2 INNOVATION DILEMMAS 296
9.2.1 TECHNOLOGY PUSH OR MARKET PULL 296
9.2.2 PRODUCT OR PROCESS INNOVATION 297
9.2.3 OPEN OR CLOSED INNOVATION 300
9.2.4 TECHNOLOGICAL OR BUSINESS-MODEL INNOVATION 301
9.3 INNOVATION DIFFUSION 303
9.3.1 THE PACE OF DIFFUSION 303
9.3.2 THE DIFFUSION S-CURVE 304
9.4 INNOVATORS AND FOLLOWERS 307
9.4.1 FIRST-MOVER ADVANTAGES AND DISADVANTAGES 307
9.4.2 FIRST OR SECOND? 308
9.4.3 THE INCUMBENT S RESPONSE 308
9.5 ENTREPRENEURSHIP AND RELATIONSHIPS 311
9.5.1 STAGES OF ENTREPRENEURIAL GROWTH 311
9.5.2 ENTREPRENEURIAL RELATIONSHIPS 3U
9.5.3 SOCIAL ENTREPRENEURSHIP 315
SUMMARY 317
WORK ASSIGNMENTS 319
RECOMMENDED KEY READINGS 319
REFERENCES 320
CASE EXAMPLE: SKYPE: INNOVATOR AND ENTREPRENEURS 322
IMAGE 6
XII CONTENTS
10 MERGERS, ACQUISITIONS AND ALLIANCES 326
10.1 INTRODUCTION 327
10.2 ORGANIC DEVELOPMENT 328
10.3 MERGERS AND ACQUISITIONS 329
10.3.1 TYPES OF MERGERS AND ACQUISITIONS 329
10.3.2 MOTIVES FOR MERGERS AND ACQUISITIONS 330
10.3.3 M&A PROCESSES 332
10.3.4 M&A STRATEGY OVER TIME 337
10.4 STRATEGIC ALLIANCES 338
10.4.1 TYPES OF STRATEGIC ALLIANCE 340
10.4.2 MOTIVES FOR ALLIANCES 340
10.4.3 STRATEGIC ALLIANCE PROCESSES 342
10.5 COMPARING ACQUISITIONS, ALLIANCES AND ORGANIC DEVELOPMENT 346
10.5.1 BUY, ALLY OR DIY? 346
10.5.2 KEY SUCCESS FACTORS 348
SUMMARY 349
WORK ASSIGNMENTS 351
VIDEO ASSIGNMENT 351
RECOMMENDED KEY READINGS 351
REFERENCES 352
CASE EXAMPLE: FINAL FANTASY CAPTURES LARA CROFT 353
COMMENTARY ON PART II STRATEGIC CHOICES 356
PART III
STRATEGY IN ACTION
INTRODUCTION TO PART III 361
11 EVALUATING STRATEGIES 362
11.1 INTRODUCTION 363
11.2 SUITABILITY 364
11.2.1 RANKING 365
11.2.2 SCREENING THROUGH SCENARIOS 367
11.2.3 SCREENING FOR BASES OF COMPETITIVE ADVANTAGE 367 11.2.4 DECISION
TREES 368
11.2.5 LIFE CYCLE ANALYSIS 370
11.3 ACCEPTABILITY 371
11.3.1 RISK 371
11.3.2 RETURN 375
11.3.3 REACTION OF STAKEHOLDERS 381
11.4 FEASIBILITY 383
11.4.1 FINANCIAL FEASIBILITY 383
11.4.2 PEOPLE AND SKILLS 385
11.4.3 INTEGRATING RESOURCES 386
11.5 EVALUATION CRITERIA: FOUR QUALIFICATIONS 386
SUMMARY 389
VIDEO ASSIGNMENT 389
IMAGE 7
CONTENTS XIII
WORK ASSIGNMENTS
RECOMMENDED KEY READINGS REFERENCES CASE EXAMPLE: EASYSOLUTION
12 STRATEGY DEVELOPMENT PROCESSES
12.1 INTRODUCTION 12.2 INTENDED DEVELOPMENT STRATEGY 12.2.1 STRATEGIC
LEADERSHIP: THE ROLE OF VISION AND COMMAND 12.2.2 STRATEGIC PLANNING
SYSTEMS
12.2.3 EXTERNALLY IMPOSED STRATEGY 12.3 EMERGENT STRATEGY DEVELOPMENT
12.3.1 LOGICAL INCREMENTALISM 12.3.2 STRATEGY AS THE OUTCOME OF
POLITICAL PROCESSES
12.3.3 STRATEGY INFORMED BY PRIOR DECISIONS 12.3.4 STRATEGY AS THE
PRODUCT OF ORGANISATIONAL SYSTEMS 12.4 IMPLICATIONS AND CHALLENGES FOR
MANAGING STRATEGY DEVELOPMENT 12.4.1 MULTIPLE STRATEGY DEVELOPMENT
PROCESSES
12.4.2 STRATEGY DEVELOPMENT AND ORGANISATIONAL CONTEXT 12.4.3 MANAGING
INTENDED AND EMERGENT STRATEGY SUMMARY WORK ASSIGNMENTS
RECOMMENDED KEY READINGS REFERENCES CASE EXAMPLE: GOOGLE: WHO DRIVES THE
STRATEGY?
13 ORGANISING FOR SUCCESS
13.1 13.2
13.3
13.4
INTRODUCTION STRUCTURAL TYPES 13.2.1 13.2.2
13.2.3 13.2.4 13.2.5 13.2.6
THE FUNCTIONAL STRUCTURE THE MULTIDIVISIONAL STRUCTURE THE MATRIX
STRUCTURE MULTINATIONAL/TRANSNATIONAL STRUCTURES
PROJECT-BASED STRUCTURES CHOOSING STRUCTURES SYSTEMS 13.3.1
13.3.2 13.3.3 13.3.4
13.3.5
DIRECT SUPERVISION CULTURAL SYSTEMS PERFORMANCE TARGETING SYSTEMS MARKET
SYSTEMS
PLANNING SYSTEMS CONFIGURATIONS 13.4.1 13.4.2 SUMMARY WORK
THE MCKINSEY 7-S FRAMEWORK CONFIGURATION DILEMMAS
ASSIGNMENTS RECOMMENDED KEY READINGS REFERENCES CASE EXAMPLE : HURRICANE
KATRINA: HUMAN-MADE DISASTER?
390 390 390 392
396 397 398 398 400 404 404 405 406 410 411 414 414 416 418 422 423 423
424 426
430 431 432 432
434 436 437 440 441 443 445 445 446 449 450 453 453 454 457 457 457 458
459
IMAGE 8
XIV CONTENTS
U LEADERSHIP AND STRATEGIC CHANGE 462
14.1 INTRODUCTION 463
14.2 DIAGNOSING THE CHANGE CONTEXT 464
14.2.1 TYPES OF STRATEGIC CHANGE 465
14.2.2 THE IMPORTANCE OF CONTEXT 466
14.2.3 FORCEFIELD ANALYSIS 469
14.3 LEADING STRATEGIC CHANGE 471
14.3.1 STRATEGIC LEADERSHIP ROLES 471
14.3.2 STYLES OF STRATEGIC LEADERSHIP 473
14.4 LEVERS FOR MANAGING STRATEGIC CHANGE A 4 77
14.4.1 A COMPELLING CASE FOR CHANGE 478
14.4.2 CHALLENGING THE TAKEN-FOR-GRANTED 478
14.4.3 CHANGING OPERATIONAL PROCESSES AND ROUTINES 478 14.4.4 SYMBOLIC
CHANGES 481
14.4.5 POWER AND POLITICAL SYSTEMS 482
14.4.6 CHANGE TACTICS 483
14.5 MANAGING STRATEGIC CHANGE PROGRAMMES 484
14.5.1 TURNAROUND STRATEGY . 484
14.5.2 MANAGING REVOLUTIONARY STRATEGIC CHANGE 487
14.5.3 MANAGING EVOLUTIONARY STRATEGIC CHANGE 488
14.5.4 WHY CHANGE PROGRAMMES FAIL 489
SUMMARY 491
WORK ASSIGNMENTS 492
RECOMMENDED KEY READINGS 492
REFERENCES 493
CASE EXAMPLE: MANAGING CHANGE AT FASLANE 495
15 THE PRACTICE OF STRATEGY 498
15.1 INTRODUCTION * 499
15.2 THE STRATEGISTS 500
15.2.1 TOP MANAGERS AND DIRECTORS 500
15.2.2 STRATEGIC PLANNERS 502
15.2.3 MIDDLE MANAGERS 504
15.2.4 STRATEGY CONSULTANTS 505
15.2.5 WHO TO INCLUDE IN STRATEGY DEVELOPMENT? 506
15.3 STRATEGISING 509
15.3.1 STRATEGY ANALYSIS 509
15.3.2 STRATEGIC ISSUE-SELLING 510
15.3.3 STRATEGIC DECISION-MAKING 512
15.3.4 COMMUNICATING THE STRATEGY 514
15.3.5 THE MESSINESS OF EVERYDAY STRATEGISING 517
15.4 STRATEGY METHODOLOGIES 517
15.4.1 STRATEGY WORKSHOPS 518
15.4.2 STRATEGY PROJECTS 520
15.4.3 HYPOTHESIS TESTING 521
15.4.4 BUSINESS CASES AND STRATEGIC PLANS 521
SUMMARY 525
WORK ASSIGNMENTS 526
RECOMMENDED KEY READING 526
REFERENCES 527
CASE EXAMPLE: RAY OZZIE, SOFTWARE STRATEGIST 529
COMMENTARY ON PART III STRATEGY IN ACTION 532
IMAGE 9
CONTENTS XV
CASE STUDIES
GUIDE TO USING THE CASE STUDIES 536
GUIDE TO THE MAIN FOCUS OF CASES IN THE BOOK 538
GUIDE TO THE CLASSIC CASES ON THE COMPANION WEBSITE 540
THE LEGO GROUP: WORKING WITH STRATEGY 542
THE GLOBAL PHARMACEUTICAL INDUSTRY - SWALLOWING A BITTER PILL 547
VODAFONE: DEVELOPING A TOTAL COMMUNICATIONS STRATEGY IN THE UK MARKET
556 EUROPEAN TOUR OPERATORS: CONFRONTING COMPETITION IN THE TOURISM
INDUSTRY 565 EVOLUTION AND REVOLUTION IN THE HI-FI SECTOR 569
AMAZON.COM 2007-EARLY 2009 573
THE FORMULA 1 CONSTRUCTORS 586
WEB RESERVATIONS INTERNATIONAL: CHALLENGING INDUSTRY NORMS 595
MANCHESTER UNITED FC: CONTINUING SUCCESS BUT AT WHAT COST? 601
HERMES FUND MANAGEMENT, TOTAL AND PREMIER OIL: THE RESPONSIBILITY, AND
ACCOUNTABILITY OF BUSINESS 605
FROM SMALL TOWN PHARMACY TO A MULTINATIONAL CORPORATION: PIERRE FABRE,
CULTURE AS A COMPETITIVE ADVANTAGE 609
CORDIA LLP: SERVICE REFORM IN THE PUBLIC SECTOR 613
RYANAIR: THE LOW FARES AIRLINE - FUTURE DESTINATIONS? 618
WILL WE STILL LOVE IKEA? 630
CRH PIC: SUCCESSFUL CORPORATE-LEVEL STRATEGY IN A CHALLENGING
ENVIRONMENT 635 SABMILLER 643
MARKS & SPENCER: WHERE NEXT FOR THE ICON OF BRITISH RETAILING? 650
TESCO: FROM DOMESTIC OPERATOR TO MULTINATIONAL GIANT 658
EKOMATE SYSTEMS AND THE INDIAN SOFTWARE INDUSTRY: LEVERAGING NETWORK
RELATIONSHIPS FOR INTERNATIONAL GROWTH 665
SUSTAINING THE MAGIC AT BANG & OLUFSEN 669
CORDYS: INNOVATION IN BUSINESS PROCESS MANAGEMENT 672
IPOD TO IPAD: INNOVATION AND ENTREPRENEURSHIP AT APPLE 677
GRUPO FERROVIAL AND THE ACQUISITION OF AMEY PIC 681
WHO RUNS EDUCATION NOW? MERGERS AND DE-MERGERS IN THE PUBLIC SECTOR 687
SEVERSTAL 692
QUEENSLAND RAIL: QR LTD (QR) 697
THE CHANGAN-FORD JOINT VENTURE: SAME BED BUT DIFFERENT DREAMS? 701
TNK-BP: FROM RUSSIA WITHOUT LOVE - A JOINT VENTURE THAT ALMOST FELL
APART 705 INTERNATIONAL HIV/AIDS ALLIANCE 709
DOMAN SYNTHETIC FIBRES PIC [B] 717
SONY CORPORATION: RESTRUCTURING CONTINUES, PROBLEMS REMAIN 724
LEAX: MANAGING THROUGH A CRISIS 728
DESIGN AND DEVELOPMENT OF STRATEGY PROCESSES AT RACC 732
CONSULTING IN MACFARLANE SOLUTIONS 736
NHS DIRECT: MANAGING IN DIFFICULT TIMES 739
GLOSSARY 745
INDEX OF NAMES 751
GENERAL INDEX 755
ACKNOWLEDGEMENTS 771
|
| any_adam_object | 1 |
| author | Johnson, Gerry Whittington, Richard 1958- Scholes, Kevan |
| author_GND | (DE-588)170321231 (DE-588)135996775 (DE-588)170426017 |
| author_facet | Johnson, Gerry Whittington, Richard 1958- Scholes, Kevan |
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| author_sort | Johnson, Gerry |
| author_variant | g j gj r w rw k s ks |
| building | Verbundindex |
| bvnumber | BV037304826 |
| classification_rvk | QP 320 QP 360 |
| classification_tum | WIR 547f |
| ctrlnum | (OCoLC)729937665 (DE-599)BVBBV037304826 |
| 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 | 9. ed. |
| format | Book |
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| genre | (DE-588)4006432-3 Bibliografie gnd-content (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Bibliografie Lehrbuch |
| id | DE-604.BV037304826 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T23:21:40Z |
| institution | BVB |
| isbn | 9780273737001 0273737007 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-022459411 |
| oclc_num | 729937665 |
| open_access_boolean | |
| owner | DE-860 DE-1049 |
| owner_facet | DE-860 DE-1049 |
| physical | XXIX, 562 S. Ill., graph. Darst. 1 Beil. (internet access card) |
| publishDate | 2011 |
| publishDateSearch | 2011 |
| publishDateSort | 2011 |
| publisher | Financial Times Prentice Hall |
| record_format | marc |
| spelling | Johnson, Gerry Verfasser (DE-588)170321231 aut Exploring strategy Gerry Johnson ; Richard Whittington ; Kevan Scholes Exploring corporate strategy 9. ed. Harlow [u.a.] Financial Times Prentice Hall 2011 XXIX, 562 S. Ill., graph. Darst. 1 Beil. (internet access card) txt rdacontent n rdamedia nc rdacarrier Ausg. ohne "Case Studies" mit anderer ISBN Literaturangaben Business strategy BUSINESS & ECONOMICS / Strategic Planning Wirtschaft Business planning Strategic planning Geschäftsplan (DE-588)4156961-1 gnd rswk-swf Planung (DE-588)4046235-3 gnd rswk-swf 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 Strategie (DE-588)4057952-9 gnd rswk-swf (DE-588)4006432-3 Bibliografie gnd-content (DE-588)4123623-3 Lehrbuch gnd-content Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s DE-604 Geschäftsplan (DE-588)4156961-1 s Strategie (DE-588)4057952-9 s Planung (DE-588)4046235-3 s 1\p DE-604 Strategisches Management (DE-588)4124261-0 s 2\p DE-604 Whittington, Richard 1958- Verfasser (DE-588)135996775 aut Scholes, Kevan Verfasser (DE-588)170426017 aut Früher u.d.T. Johnson, Gerry Exploring corporate strategy SWB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022459411&sequence=000001&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 | Johnson, Gerry Whittington, Richard 1958- Scholes, Kevan Exploring strategy Business strategy BUSINESS & ECONOMICS / Strategic Planning Wirtschaft Business planning Strategic planning Geschäftsplan (DE-588)4156961-1 gnd Planung (DE-588)4046235-3 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Strategie (DE-588)4057952-9 gnd |
| subject_GND | (DE-588)4156961-1 (DE-588)4046235-3 (DE-588)4078609-2 (DE-588)4309237-8 (DE-588)4124261-0 (DE-588)4057952-9 (DE-588)4006432-3 (DE-588)4123623-3 |
| title | Exploring strategy |
| title_alt | Exploring corporate strategy |
| title_auth | Exploring strategy |
| title_exact_search | Exploring strategy |
| title_full | Exploring strategy Gerry Johnson ; Richard Whittington ; Kevan Scholes |
| title_fullStr | Exploring strategy Gerry Johnson ; Richard Whittington ; Kevan Scholes |
| title_full_unstemmed | Exploring strategy Gerry Johnson ; Richard Whittington ; Kevan Scholes |
| title_old | Johnson, Gerry Exploring corporate strategy |
| title_short | Exploring strategy |
| title_sort | exploring strategy |
| topic | Business strategy BUSINESS & ECONOMICS / Strategic Planning Wirtschaft Business planning Strategic planning Geschäftsplan (DE-588)4156961-1 gnd Planung (DE-588)4046235-3 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Strategie (DE-588)4057952-9 gnd |
| topic_facet | Business strategy BUSINESS & ECONOMICS / Strategic Planning Wirtschaft Business planning Strategic planning Geschäftsplan Planung Unternehmensplanung Strategische Planung Strategisches Management Strategie Bibliografie Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022459411&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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