Understanding strategic management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Oxford University Press
[2021]
|
| Ausgabe: | Fourth edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | xix, 387 Seiten Illustrationen, Diagramme |
| ISBN: | 9780198859833 |
Internformat
MARC
| LEADER | 00000nam a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV047466116 | ||
| 003 | DE-604 | ||
| 005 | 20220314 | ||
| 007 | t | ||
| 008 | 210914s2021 a||| |||| 00||| eng d | ||
| 020 | |a 9780198859833 |c pbk |9 978-0-19-885983-3 | ||
| 035 | |a (OCoLC)1277019313 | ||
| 035 | |a (DE-599)BVBBV047466116 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-706 |a DE-384 |a DE-1050 |a DE-473 |a DE-1047 |a DE-523 | ||
| 082 | 0 | |a 658.4012 |2 22 | |
| 082 | 0 | |a 658.4012 | |
| 084 | |a QP 320 |0 (DE-625)141853: |2 rvk | ||
| 100 | 1 | |a Henry, Anthony E. |d 19XX- |e Verfasser |0 (DE-588)1253418322 |4 aut | |
| 245 | 1 | 0 | |a Understanding strategic management |c Anthony E. Henry |
| 250 | |a Fourth edition | ||
| 264 | 1 | |a Oxford |b Oxford University Press |c [2021] | |
| 300 | |a xix, 387 Seiten |b Illustrationen, Diagramme | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references and index | ||
| 650 | 4 | |a Strategic planning | |
| 650 | 0 | 7 | |a Strategische Planung |0 (DE-588)4309237-8 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Management |0 (DE-588)4037278-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Strategisches Management |0 (DE-588)4124261-0 |2 gnd |9 rswk-swf |
| 655 | 7 | |0 (DE-588)4123623-3 |a Lehrbuch |2 gnd-content | |
| 689 | 0 | 0 | |a Strategisches Management |0 (DE-588)4124261-0 |D s |
| 689 | 0 | |5 DE-604 | |
| 689 | 1 | 0 | |a Strategische Planung |0 (DE-588)4309237-8 |D s |
| 689 | 1 | 1 | |a Management |0 (DE-588)4037278-9 |D s |
| 689 | 1 | |5 DE-604 | |
| 856 | 4 | 2 | |m Digitalisierung UB Bamberg - ADAM Catalogue Enrichment |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032867823&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-032867823 | ||
Datensatz im Suchindex
| _version_ | 1804182776401887232 |
|---|---|
| adam_text | Brief Contents List of Cases Acknowledgements About the Author About the Book How to Use this Book How to Use the Online Resources S /-и; :,i¡: ,í¡ _________________________________________________ է 1 What Is Strategy? 2 2 Evaluating the Macro-environment 36 3 Industry Analysis 60 4 The Organization: Value-Creating Activities 90 5 The Internal Environment: A Resource-Based View of Strategy 121 PARTTHREE STRATEGY FORMULATION 6 Business Strategy 152 7 Corporate Strategy 188 8 International Strategy 222 PART-FOUR STRATEGY IMPLEMENTATI 9 Organizational Structures and Strategic Change 256 10 Strategic Leadership 287 11 Corporate Governance and Corporate Social Responsibility 323 Glossary 301 Name Index 371 Subject Index 376
Detailed Contents List of Cases xiii Acknowledgements xiv About the Author XV About the Book xvi How to Use this Book xvii Howto Use the Online Resources XX PARTONE WHAT IS STRATEGY? 1 What Is Strategy? 2 Introduction 2 1.1 What Is Strategy? 3 1.2 Defining Strategy 4 1.2.1 Using Strategy to Overcome Challenges 1.3 Types of Strategy 5 6 1.3.1 Corporate Strategy 7 1.3.2 Business Strategy 7 1.3.3 Functional or Operational Strategy 7 1.4 Strategic Management 7 1.4.1 Strategy Analysis 8 1.4.2 Strategy Formulation 9 1.4.3 Strategy Implementation 1.5 Values, Vision, and Mission 9 10 1.5.1 Values 10 1.5.2 Vision 12 1.5.3 Mission 13 1.6 TheTheory of the Business 1.6.1 FourCharacteristicsofan Organization s Theory of the Business 15 15 1.7 Business Models 16 1.8 The Development of Strategic Management 17 1.9 Different Perspectives on Strategy Formulation 19 1.9.1 The Rationalist School 1.9.2 The Learning School 1.10 A Strategic Management Framework 19 20 23 ¿PACTtRW^TRATEG 2 Evaluating the Macro-environment 2.1 36 Introduction 36 The Macro-environment 36
Detailed Contents 2.2 Scanning, Monitoring, and Forecasting Changes in the Environment 2.2.1 Scanning the Environment 2.2.2 Monitoring the Environment 2.2.3 3 Forecasting Changes in the Environment 38 38 40 40 2.3 PESTLE Analysis 2.3.1 Political Factors 2.3.2 Economic Factors 2.3.3 Social Factors 2.3.4 Technological Factors 2.3.5 Legal Factors 2.3.6 Environmental Factors 2.3.7 Howto Undertake PESTLE Analysis 2.3.8 Limitations of PESTLE Analysis 40 41 42 42 43 44 44 47 48 2.4 Scenario Planning 2.4.1 Howto Build Scenarios 48 50 2.5 An Introduction to SWOT Analysis 52 2.6 The Macro-environment and Industry Analysis 53 Industry Analysis 60 Introduction 60 3.1 The Background to Porter s Five Forces Framework 61 3.2 Porter s Five Forces Framework 3.2.1 What Determines the Threat of New Entrants 3.2.2 What Determines the Bargaining Power of Buyers 3.2.3 What Determines the Bargaining Power of Suppliers 3.2.4 What Determines theThreat of Substitute Products and Services 3.2.5 What Determines the Intensity of Rivalry among Competitors in an Industry 3.2.6 How to Compete Using the Five Forces Framework 61 63 65 67 67 68 69 3.3 The Limitations of Porter s Five Forces 70 3.4 The Value Net 3.4.1 A Complementary Sixth Force 71 72 3.5 The Industry Life Cycle 3.5.1 Introduction Stage 3.5.2 Growth Stage 3.5.3 Maturity Stage 3.5.4 Decline Stage 73 74 74 75 75 3.6 Strategic Group Analysis 3.6.1 Strategic Maps 3.6.2 Mobility Barriers 75 7g 7g 3.7 Hypercompetition and Disruptive Innovation 3.7.1 Hypercompetition 3.7.2 Disruptive Innovation 78 78 7g 4 The Organization: Value-Creating Activities
Introduction 4.1 Background to Differential Firm Performance 4.2 Value Chain Analysis 4.2.1 Primary Activities 4.2.2 Support Activities 90 yu go ^ ցշ
Detailed Contents 4.3 Evaluating the Value Chain ThelmportanceofLinkageswithintheValueChain 4.3.2 Managing Linkages within the Value Chain System 97 4.3.3 Transaction Costs— Make or Buy Decision 97 4.4 SWOT Analysis 5 94 4.3.1 4.4.1 Howto Undertake a SWOT Analysis 4.4.2 Limitations of SWOT Analysis 94 98 98 100 4.5 The TOWS Matrix 101 4.6 Organizational Performance 102 4.6.1 Maximizing Shareholder Value 102 4.6.2 Meeting the Needs of Stakeholders 107 4.6.3 Performance Measurement 111 4.7 The Balanced Scorecard 111 4.8 TheTriple Bottom Line 114 4.9 Benchmarking 116 The Internal Environment: A Resource-Based View of Strategy 121 Introduction 5.1 The Resource-Based View of Strategy 121 122 5.1.1 Resources 123 5.1.2 Organizational Capabilities 124 5.2 The VRIO Framework and Sustainable Competitive Advantage 132 5.2.1 Valuable Capabilities 132 5.2.2 Rarity 133 5.2.3 Imitability 133 5.2.4 Organization 136 5.2.5 Make-or-Buy Decision 137 5.3 Criticisms of the Resource-Based View 138 5.4 A Knowledge-Based View of the Organization 138 5.5 Dynamic Capabilities 5.5.1 What are Dynamic Capabilities? 140 140 5.5.2 Dynamic Capabilities vs Operational Capabilities 141 5.5.3 Dynamic Capabilities and Competitive Advantage 142 5.5.4 Challenges for Dynamic Capabilities 143 PARTTHREE STRATEGY FORMULATION 6 Business Strategy Introduction 152 152 6.1 What is Business Strategy? 153 6.2 Generic Competitive Strategies 153 6.2.1 Overall Cost-Leadership Strategies 156 6.2.2 Differentiation Strategies 160 6.2.3 Focus Strategies 161 6.2.4 Stuck in the Middle 163 6.3 A Resource-Based Approach to Strategy
Formulation 164 6.3.1 Appraising Capabilities 165 6.3.2 Implications for Strategy Formulation 166
Detailed Contents 7 6.4 Blue Ocean Strategy 6.4.1 Value Innovation 6.4.2 The Strategy Canvas 6.4.3 The Blue Ocean 170 174 175 6.5 Strategy Formulation in Turbulent Markets ^77 6.6 Disruptive Innovation andStrategy Formulation 6.6.1 Howto Respond to DisruptiveInnovation 6.6.2 Limitations of Disruptive Innovation 178 180 181 Corporate Strategy 188 Introduction I88 7.1 Corporate Strategy 189 7.2 Growth Strategies 7.2.1 Market Penetration 7.2.2 Product Development 7.2.3 Market Development 7.2.4 Diversification 19° 19° 191 191 191 7.3 Related Diversification 7.3.1 Vertical Integration 7.3.2 Horizontal Integration 7.3.3 Transaction-Cost Analysis 192 192 193 193 7.4 Unrelated or Conglomerate Diversification 7.4.1 Can Conglomerate DiversificationSucceed? 194 195 7.5 Implementing Growth Strategies 7.5.1 Mergers and Acquisitions 7.5.2 Internal Development 7.5.3 Jointventures and Strategic Alliances 197 197 200 204 7.6 Portfolio Analysis 7.6.1 Boston Consulting Group Matrix 7.6.2 The General Electric-McKinsey Matrix 206 207 210 7.7 Corporate Parenting 7.7.1 Parenting Opportunities 7.7.2 The Heartland Matrix 211 212 213 7.8 Strategic Evaluation 7.8.1 Suitability 7.8.2 Feasibility 7.8.3 Acceptability 216 217 217 217 8 International Strategy Introduction շշշ 222 8.1 Globalization or Localization 223 8.2 International Diversification 8.2.1 Organizational Factors 8.2.2 Environmental Factors 224 224 225 8.3 A Globalization Framework 225 8.4 Types of International Strategy 8.4.1 Multidomestic Strategy շշ9 շշց 8.4.2 Global Strategy -_Q
Detailed Contents 8.4.3 International Strategy 230 8.4.4 Transnational Strategy 230 8.4.5 The Uppsala Model 8.5 Entry Mode Strategies 233 234 8.5.1 Exporting 235 8.5.2 Licensing 236 8.5.3 International Franchising 236 8.5.4 Jointventures and Strategic Alliances 236 8.5.5 238 Wholly Owned Subsidiaries 8.6 Porter s Diamond of National Advantage 238 8.6.1 The Diamond of National Advantage 239 8.6.2 Criticisms of Porter s Diamond 241 8.7 The Myths of Global Strategy 8.8 The Challenge of Globalization 242 244 PART FOUR STRATEGY IMPLEMENTAT10 9 Organizational Structures and Strategic Change Introduction 9.1 Organizational Structures 256 256 257 9.1.1 The Entrepreneurial Structure 258 9.1.2 The Functional Structure 259 9.1.3 The Divisional Structure 259 9.1.4 The Matrix Structure 261 9.1.5 262 The Network Structure 9.2 Organizational Processes 265 9.3 Strategic Control Systems 266 9.3.1 Single and Double-Loop Learning 268 9.3.2 Employee Commitment and Strategy Implementation 269 9.4 Strategic Change 269 9.4.1 The Five Phases of Growth 271 9.4.2 Integrative Change 274 9.4.3 Strategic Drift 275 9.4.4 What Determines a Visionary Organization 278 9.4.5 280 Good to Great Companies 10 Strategic Leadership Introduction 287 287 10.1 Leadership vs. Management 288 10.2 The Learning Organization 293 10.2.1 Building the Learning Organization 294 10.2.2 Leadership Roles 295 10.2.3 Leadership Skills 296 10.2.4 Why Organizations Don t Learn—Problems with Bias 297 10.3 Emotional Intelligence and Leadership Performance 299 10.4 Narcissistic Leaders and Leadership Capabilities 301 10.4.1 Leadership
Capabilities 305
Detailed Contents 10.5 The Impact of Leadership on Values and Culture 10.5.1 Leadership and Values 10.5.2 Leadership and Culture 307 10.5.3 Rethinking Culture, Leadership, and Change 310 10.6 Leading Strategic Change 10.6.1 Transformational Leadership 312 313 10.6.2 Theory E and Theory О Leaders 315 10.6.3 Can Leaders Deal With Chaos? 317 11 Corporate Governance and Corporate Social Responsibility 11.1 306 306 323 Introduction 323 What is Corporate Governance? 324 11.2 The Origins of Corporate Governance 325 11.3 The Growth of Modern Corporations 327 11.3.1 Limited Liability 327 11.3.2 Transferability 328 11.3.3 Legal Personality 328 11.3.4 Centralized Management 328 11.4 The Purpose of Corporations 328 11.4.1 The Principal-Agent problem 329 11.4.2 Is the Purpose of Corporations to Maximize Shareholder Value? 330 11.4.3 The Agency Problem 11.4.4 Is the Purpose of Corporations to Meet the Needs of Stakeholders? 332 333 11.4.5 Enlightened Value Maximization 336 11.5 Corporate Social Responsibility (CSR) 336 11.5.1 Environmental, Social, and Governance (ESG) 11.5.2 Business Ethics 338 339 11.6 Corporate Governance Codes 341 11.6.1 The Cadbury Committee 342 11.7 11.6.2 The Hampel Committee 343 11.6.3 Other Corporate Governance Codes 343 11.6.4 The Role of Non-Executive Directors 344 11.6.5 TheSarbanes-OxleyAct 345 Excessive Executive Pay 345 11.8 Is Reform to Corporate Governance the Answer? 348 11.9 The Pursuit of Greed 349 11.9.1 Moral Hazard: Are Some Companies Too Big to Fail? Glossary Name Index Subject Index 35О 361 371 376
|
| adam_txt |
Brief Contents List of Cases Acknowledgements About the Author About the Book How to Use this Book How to Use the Online Resources 'S /-и; :,i¡: ,í¡ _ է 1 What Is Strategy? 2 2 Evaluating the Macro-environment 36 3 Industry Analysis 60 4 The Organization: Value-Creating Activities 90 5 The Internal Environment: A Resource-Based View of Strategy 121 PARTTHREE STRATEGY FORMULATION 6 Business Strategy 152 7 Corporate Strategy 188 8 International Strategy 222 PART-FOUR STRATEGY IMPLEMENTATI 9 Organizational Structures and Strategic Change 256 10 Strategic Leadership 287 11 Corporate Governance and Corporate Social Responsibility 323 Glossary 301 Name Index 371 Subject Index 376
Detailed Contents List of Cases xiii Acknowledgements xiv About the Author XV About the Book xvi How to Use this Book xvii Howto Use the Online Resources XX PARTONE WHAT IS STRATEGY? 1 What Is Strategy? 2 Introduction 2 1.1 What Is Strategy? 3 1.2 Defining Strategy 4 1.2.1 Using Strategy to Overcome Challenges 1.3 Types of Strategy 5 6 1.3.1 Corporate Strategy 7 1.3.2 Business Strategy 7 1.3.3 Functional or Operational Strategy 7 1.4 Strategic Management 7 1.4.1 Strategy Analysis 8 1.4.2 Strategy Formulation 9 1.4.3 Strategy Implementation 1.5 Values, Vision, and Mission 9 10 1.5.1 Values 10 1.5.2 Vision 12 1.5.3 Mission 13 1.6 TheTheory of the Business 1.6.1 FourCharacteristicsofan Organization's Theory of the Business 15 15 1.7 Business Models 16 1.8 The Development of Strategic Management 17 1.9 Different Perspectives on Strategy Formulation 19 1.9.1 The Rationalist School 1.9.2 The Learning School 1.10 A Strategic Management Framework 19 20 23 ¿PACTtRW^TRATEG 2 Evaluating the Macro-environment 2.1 36 Introduction 36 The Macro-environment 36
Detailed Contents 2.2 Scanning, Monitoring, and Forecasting Changes in the Environment 2.2.1 Scanning the Environment 2.2.2 Monitoring the Environment 2.2.3 3 Forecasting Changes in the Environment 38 38 40 40 2.3 PESTLE Analysis 2.3.1 Political Factors 2.3.2 Economic Factors 2.3.3 Social Factors 2.3.4 Technological Factors 2.3.5 Legal Factors 2.3.6 Environmental Factors 2.3.7 Howto Undertake PESTLE Analysis 2.3.8 Limitations of PESTLE Analysis 40 41 42 42 43 44 44 47 48 2.4 Scenario Planning 2.4.1 Howto Build Scenarios 48 50 2.5 An Introduction to SWOT Analysis 52 2.6 The Macro-environment and Industry Analysis 53 Industry Analysis 60 Introduction 60 3.1 The Background to Porter's Five Forces Framework 61 3.2 Porter's Five Forces Framework 3.2.1 What Determines the Threat of New Entrants 3.2.2 What Determines the Bargaining Power of Buyers 3.2.3 What Determines the Bargaining Power of Suppliers 3.2.4 What Determines theThreat of Substitute Products and Services 3.2.5 What Determines the Intensity of Rivalry among Competitors in an Industry 3.2.6 How to Compete Using the Five Forces Framework 61 63 65 67 67 68 69 3.3 The Limitations of Porter's Five Forces 70 3.4 The Value Net 3.4.1 A Complementary Sixth Force 71 72 3.5 The Industry Life Cycle 3.5.1 Introduction Stage 3.5.2 Growth Stage 3.5.3 Maturity Stage 3.5.4 Decline Stage 73 74 74 75 75 3.6 Strategic Group Analysis 3.6.1 Strategic Maps 3.6.2 Mobility Barriers 75 7g 7g 3.7 Hypercompetition and Disruptive Innovation 3.7.1 Hypercompetition 3.7.2 Disruptive Innovation 78 78 7g 4 The Organization: Value-Creating Activities
Introduction 4.1 Background to Differential Firm Performance 4.2 Value Chain Analysis 4.2.1 Primary Activities 4.2.2 Support Activities 90 yu go ^ ցշ
Detailed Contents 4.3 Evaluating the Value Chain ThelmportanceofLinkageswithintheValueChain 4.3.2 Managing Linkages within the Value Chain System 97 4.3.3 Transaction Costs—'Make or Buy'Decision 97 4.4 SWOT Analysis 5 94 4.3.1 4.4.1 Howto Undertake a SWOT Analysis 4.4.2 Limitations of SWOT Analysis 94 98 98 100 4.5 The TOWS Matrix 101 4.6 Organizational Performance 102 4.6.1 Maximizing Shareholder Value 102 4.6.2 Meeting the Needs of Stakeholders 107 4.6.3 Performance Measurement 111 4.7 The Balanced Scorecard 111 4.8 TheTriple Bottom Line 114 4.9 Benchmarking 116 The Internal Environment: A Resource-Based View of Strategy 121 Introduction 5.1 The Resource-Based View of Strategy 121 122 5.1.1 Resources 123 5.1.2 Organizational Capabilities 124 5.2 The VRIO Framework and Sustainable Competitive Advantage 132 5.2.1 Valuable Capabilities 132 5.2.2 Rarity 133 5.2.3 Imitability 133 5.2.4 Organization 136 5.2.5 Make-or-Buy Decision 137 5.3 Criticisms of the Resource-Based View 138 5.4 A Knowledge-Based View of the Organization 138 5.5 Dynamic Capabilities 5.5.1 What are Dynamic Capabilities? 140 140 5.5.2 Dynamic Capabilities vs Operational Capabilities 141 5.5.3 Dynamic Capabilities and Competitive Advantage 142 5.5.4 Challenges for Dynamic Capabilities 143 PARTTHREE STRATEGY FORMULATION 6 Business Strategy Introduction 152 152 6.1 What is Business Strategy? 153 6.2 Generic Competitive Strategies 153 6.2.1 Overall Cost-Leadership Strategies 156 6.2.2 Differentiation Strategies 160 6.2.3 Focus Strategies 161 6.2.4 Stuck in the Middle 163 6.3 A Resource-Based Approach to Strategy
Formulation 164 6.3.1 Appraising Capabilities 165 6.3.2 Implications for Strategy Formulation 166
Detailed Contents 7 6.4 Blue Ocean Strategy 6.4.1 Value Innovation 6.4.2 The Strategy Canvas 6.4.3 The Blue Ocean 170 174 175 6.5 Strategy Formulation in Turbulent Markets ^77 6.6 Disruptive Innovation andStrategy Formulation 6.6.1 Howto Respond to DisruptiveInnovation 6.6.2 Limitations of Disruptive Innovation 178 180 181 Corporate Strategy 188 Introduction I88 7.1 Corporate Strategy 189 7.2 Growth Strategies 7.2.1 Market Penetration 7.2.2 Product Development 7.2.3 Market Development 7.2.4 Diversification 19° 19° 191 191 191 7.3 Related Diversification 7.3.1 Vertical Integration 7.3.2 Horizontal Integration 7.3.3 Transaction-Cost Analysis 192 192 193 193 7.4 Unrelated or Conglomerate Diversification 7.4.1 Can Conglomerate DiversificationSucceed? 194 195 7.5 Implementing Growth Strategies 7.5.1 Mergers and Acquisitions 7.5.2 Internal Development 7.5.3 Jointventures and Strategic Alliances 197 197 200 204 7.6 Portfolio Analysis 7.6.1 Boston Consulting Group Matrix 7.6.2 The General Electric-McKinsey Matrix 206 207 210 7.7 Corporate Parenting 7.7.1 Parenting Opportunities 7.7.2 The Heartland Matrix 211 212 213 7.8 Strategic Evaluation 7.8.1 Suitability 7.8.2 Feasibility 7.8.3 Acceptability 216 217 217 217 8 International Strategy Introduction շշշ 222 8.1 Globalization or Localization 223 8.2 International Diversification 8.2.1 Organizational Factors 8.2.2 Environmental Factors 224 224 225 8.3 A Globalization Framework 225 8.4 Types of International Strategy 8.4.1 Multidomestic Strategy շշ9 շշց 8.4.2 Global Strategy -_Q
Detailed Contents 8.4.3 International Strategy 230 8.4.4 Transnational Strategy 230 8.4.5 The Uppsala Model 8.5 Entry Mode Strategies 233 234 8.5.1 Exporting 235 8.5.2 Licensing 236 8.5.3 International Franchising 236 8.5.4 Jointventures and Strategic Alliances 236 8.5.5 238 Wholly Owned Subsidiaries 8.6 Porter's Diamond of National Advantage 238 8.6.1 The Diamond of National Advantage 239 8.6.2 Criticisms of Porter's Diamond 241 8.7 The Myths of Global Strategy 8.8 The Challenge of Globalization 242 244 PART FOUR STRATEGY IMPLEMENTAT10 9 Organizational Structures and Strategic Change Introduction 9.1 Organizational Structures 256 256 257 9.1.1 The Entrepreneurial Structure 258 9.1.2 The Functional Structure 259 9.1.3 The Divisional Structure 259 9.1.4 The Matrix Structure 261 9.1.5 262 The Network Structure 9.2 Organizational Processes 265 9.3 Strategic Control Systems 266 9.3.1 Single and Double-Loop Learning 268 9.3.2 Employee Commitment and Strategy Implementation 269 9.4 Strategic Change 269 9.4.1 The Five Phases of Growth 271 9.4.2 Integrative Change 274 9.4.3 Strategic Drift 275 9.4.4 What Determines a Visionary Organization 278 9.4.5 280 Good to Great Companies 10 Strategic Leadership Introduction 287 287 10.1 Leadership vs. Management 288 10.2 The Learning Organization 293 10.2.1 Building the Learning Organization 294 10.2.2 Leadership Roles 295 10.2.3 Leadership Skills 296 10.2.4 Why Organizations Don't Learn—Problems with Bias 297 10.3 Emotional Intelligence and Leadership Performance 299 10.4 Narcissistic Leaders and Leadership Capabilities 301 10.4.1 Leadership
Capabilities 305
Detailed Contents 10.5 The Impact of Leadership on Values and Culture 10.5.1 Leadership and Values 10.5.2 Leadership and Culture 307 10.5.3 Rethinking Culture, Leadership, and Change 310 10.6 Leading Strategic Change 10.6.1 Transformational Leadership 312 313 10.6.2 Theory E and Theory О Leaders 315 10.6.3 Can Leaders Deal With Chaos? 317 11 Corporate Governance and Corporate Social Responsibility 11.1 306 306 323 Introduction 323 What is Corporate Governance? 324 11.2 The Origins of Corporate Governance 325 11.3 The Growth of Modern Corporations 327 11.3.1 Limited Liability 327 11.3.2 Transferability 328 11.3.3 Legal Personality 328 11.3.4 Centralized Management 328 11.4 The Purpose of Corporations 328 11.4.1 The Principal-Agent problem 329 11.4.2 Is the Purpose of Corporations to Maximize Shareholder Value? 330 11.4.3 The Agency Problem 11.4.4 Is the Purpose of Corporations to Meet the Needs of Stakeholders? 332 333 11.4.5 Enlightened Value Maximization 336 11.5 Corporate Social Responsibility (CSR) 336 11.5.1 Environmental, Social, and Governance (ESG) 11.5.2 Business Ethics 338 339 11.6 Corporate Governance Codes 341 11.6.1 The Cadbury Committee 342 11.7 11.6.2 The Hampel Committee 343 11.6.3 Other Corporate Governance Codes 343 11.6.4 The Role of Non-Executive Directors 344 11.6.5 TheSarbanes-OxleyAct 345 Excessive Executive Pay 345 11.8 Is Reform to Corporate Governance the Answer? 348 11.9 The Pursuit of Greed 349 11.9.1 Moral Hazard: Are Some Companies Too Big to Fail? Glossary Name Index Subject Index 35О 361 371 376 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Henry, Anthony E. 19XX- |
| author_GND | (DE-588)1253418322 |
| author_facet | Henry, Anthony E. 19XX- |
| author_role | aut |
| author_sort | Henry, Anthony E. 19XX- |
| author_variant | a e h ae aeh |
| building | Verbundindex |
| bvnumber | BV047466116 |
| classification_rvk | QP 320 |
| ctrlnum | (OCoLC)1277019313 (DE-599)BVBBV047466116 |
| 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 |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | Fourth edition |
| format | Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01804nam a2200445 c 4500</leader><controlfield tag="001">BV047466116</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20220314 </controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">210914s2021 a||| |||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9780198859833</subfield><subfield code="c">pbk</subfield><subfield code="9">978-0-19-885983-3</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1277019313</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV047466116</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-706</subfield><subfield code="a">DE-384</subfield><subfield code="a">DE-1050</subfield><subfield code="a">DE-473</subfield><subfield code="a">DE-1047</subfield><subfield code="a">DE-523</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.4012</subfield><subfield code="2">22</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.4012</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 320</subfield><subfield code="0">(DE-625)141853:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Henry, Anthony E.</subfield><subfield code="d">19XX-</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1253418322</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Understanding strategic management</subfield><subfield code="c">Anthony E. Henry</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">Fourth edition</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Oxford</subfield><subfield code="b">Oxford University Press</subfield><subfield code="c">[2021]</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">xix, 387 Seiten</subfield><subfield code="b">Illustrationen, Diagramme</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">Includes bibliographical references and index</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Strategic planning</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">Management</subfield><subfield code="0">(DE-588)4037278-9</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="655" ind1=" " ind2="7"><subfield code="0">(DE-588)4123623-3</subfield><subfield code="a">Lehrbuch</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=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="1" ind2="0"><subfield code="a">Strategische Planung</subfield><subfield code="0">(DE-588)4309237-8</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2="1"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">Digitalisierung UB Bamberg - ADAM Catalogue Enrichment</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=032867823&sequence=000001&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:BVB01-032867823</subfield></datafield></record></collection> |
| genre | (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV047466116 |
| illustrated | Illustrated |
| index_date | 2024-07-03T18:08:03Z |
| indexdate | 2024-07-10T09:12:55Z |
| institution | BVB |
| isbn | 9780198859833 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032867823 |
| oclc_num | 1277019313 |
| open_access_boolean | |
| owner | DE-706 DE-384 DE-1050 DE-473 DE-BY-UBG DE-1047 DE-523 |
| owner_facet | DE-706 DE-384 DE-1050 DE-473 DE-BY-UBG DE-1047 DE-523 |
| physical | xix, 387 Seiten Illustrationen, Diagramme |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Oxford University Press |
| record_format | marc |
| spelling | Henry, Anthony E. 19XX- Verfasser (DE-588)1253418322 aut Understanding strategic management Anthony E. Henry Fourth edition Oxford Oxford University Press [2021] xix, 387 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Strategic planning Strategische Planung (DE-588)4309237-8 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Strategische Planung (DE-588)4309237-8 s Management (DE-588)4037278-9 s Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032867823&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Henry, Anthony E. 19XX- Understanding strategic management Strategic planning Strategische Planung (DE-588)4309237-8 gnd Management (DE-588)4037278-9 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4309237-8 (DE-588)4037278-9 (DE-588)4124261-0 (DE-588)4123623-3 |
| title | Understanding strategic management |
| title_auth | Understanding strategic management |
| title_exact_search | Understanding strategic management |
| title_exact_search_txtP | Understanding strategic management |
| title_full | Understanding strategic management Anthony E. Henry |
| title_fullStr | Understanding strategic management Anthony E. Henry |
| title_full_unstemmed | Understanding strategic management Anthony E. Henry |
| title_short | Understanding strategic management |
| title_sort | understanding strategic management |
| topic | Strategic planning Strategische Planung (DE-588)4309237-8 gnd Management (DE-588)4037278-9 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategische Planung Management Strategisches Management Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032867823&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT henryanthonye understandingstrategicmanagement |