Short introduction to strategic management / / Torben Juul Andersen [[electronic resource]]

• Record Nr.: UNINA9910814423003321
• Autore: Andersen Torben Juul
• Pubbl/distr/stampa: Cambridge : , : Cambridge University Press, , 2013
• ISBN: 1-107-35786-1; 1-107-67135-3; 1-107-34199-X; 1-139-38164-4; 1-107-34574-X; 1-107-34824-2; 1-107-34449-2
• Descrizione fisica: 1 online resource (xvii, 297 pages) : digital, PDF file(s)
• Collana: Cambridge short introductions to management
• Classificazione: BUS063000
• Disciplina: 658.4/012
• Soggetti: Strategic planning; Management
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Note generali: Title from publisher's bibliographic system (viewed on 05 Oct 2015).
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: Contents; Figures; Preface; Getting started; Notes; 1 The strategy concept; Business policy; Strategic management; Market position and resources; Alternative views; Conclusion; Notes; 2 Strategy formulation; Mission statement; External analysis; Internal analysis; SWOT analysis; Strategic plan; Conclusion; Notes; 3 Strategy execution; Different strategy-making modes; Strategy implementation; Strategy as project management; Strategy as managing real options; Strategy as managerial decision making; Strategy as entrepreneurial initiatives; Strategy as practice; Conclusion; Notes; 4 Integrative strategyLong- and short-cycled activities; Central and peripheral processes; Responding to environmental change; Complementary strategy-making modes; Strategic monitoring and control; Conclusion; Notes; 5 Multinational corporate strategy; Economic trade-offs; Portfolio considerations; Structure and processes; Integrative-responsive strategy making; Conclusion; Notes; 6 Strategic leadership; Conclusion; Notes; References; Index
• Sommario/riassunto: The Short Introduction to Strategic Management provides an authoritative yet accessible account of strategic management and its contemporary challenges. It explains the roots and key rationales of the strategy field, discussing common models, tools and practices, to provide a complete overview of conventional analytical techniques in strategic management. Andersen extends the discussion to consider dynamic strategy making and how it can enable organizations to respond effectively to turbulent and unpredictable global business environments. There is a specific focus on multinational corporate strategy issues relevant to organizations operating across multiple international markets. Written in a clear and direct style, it will appeal to students and practising managers and executives alike.