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[null,"1.","Record Nr.",null,"UNINA9910160278503321"]
[null,null,"Autore",null,"Johnson Gerry"]
[null,null,"Titolo",null,"Exploring strategy : text and cases / / Gerry Johnson, Kevan Scholes and Richard Whittington"]
[null,null,"Pubbl/distr/stampa",null,"New York, New York State : , : Pearson, , [2017]"]
[{"$nulls":4},"Â©2017"]
[null,null,"ISBN",null,"1-292-14513-7"]
[null,null,"Edizione",null,"[Eleventh edition.]"]
[null,null,"Descrizione fisica",null,"1 online resource (800 pages) : color illustrations"]
[null,null,"Disciplina",null,"658.4012"]
[null,null,"Soggetti",null,"Business planning"]
[{"$nulls":4},"Strategic planning"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Includes indexes."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Cover -- Brief Contents -- Contents -- Illustrations and Thinking Differently -- Figures -- Tables -- Preface -- Exploring Strategy features -- Exploring Strategy online -- 1 INTRODUCING STRATEGY -- 1.1 Introduction -- 1.2 What is strategy? -- 1.2.1 Defining strategy -- 1.2.2 The purpose of strategy: mission, vision, values and objectives -- 1.2.3 Strategy statements -- 1.2.4 Levels of strategy -- 1.3 The Exploring Strategy Framework -- 1.3.1 Strategic position -- 1.3.2 Strategic choices -- 1.3.3 Strategy in action -- 1.4 Working with strategy -- 1.5 Studying strategy -- 1.6 Exploring strategy further -- 1.6.1 Exploring strategy in different contexts -- 1.6.2 Exploring strategy through different 'strategy lenses' -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: The rise of a unicorn - Airbnb -- PART I: THE STRATEGIC POSITION -- Introduction to Part I -- 2 MACRO-ENVIRONMENT ANALYSIS -- 2.1 Introduction -- 2.2 PESTEL analysis -- 2.2.1 Politics -- 2.2.2 Economics -- 2.2.3 Social -- 2.2.4 Technology -- 2.2.5 Ecological -- 2.2.6 Legal -- 2.2.7 Key drivers for change -- 2.3 Forecasting -- 2.3.1 Forecast approaches -- 2.3.2 Directions of change -- 2.4 Scenario analysis -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Alibaba - the Yangtze River Crocodile -- 3 INDUSTRY AND SECTOR ANALYSIS -- 3.1 Introduction -- 3.2 The competitive forces -- 3.2.1 Competitive rivalry -- 3.2.2 The threat of entry -- 3.2.3 The threat of substitutes -- 3.2.4 The power of buyers -- 3.2.5 The power of suppliers -- 3.2.6 Complementors and network effects -- 3.2.7 Defining the industry -- "]
[{"$nulls":4},"3.2.8 Implications of the Competitive Five Forces -- 3.3 Industry types and dynamics -- 3.3.1 Industry types -- 3.3.2 Industry structure dynamics -- 3.4 Competitors and markets -- 3.4.1 Strategic groups."]
[{"$nulls":4},"3.4.2 Market segments -- 3.4.3 Critical success factors and 'Blue Oceans' -- 3.5 Opportunities and threats -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Global forces and the advertising industry -- 4 RESOURCES AND CAPABILITIES -- 4.1 Introduction -- 4.2 Foundations of resources and capabilities -- 4.2.1 Resources and capabilities -- 4.2.2 Threshold and distinctive resources and capabilities -- 4.3 Distinctive resources and capabilities as a basis of competitive advantage -- 4.3.1 V - value of resources and capabilities -- 4.3.2 R - rarity -- 4.3.3 I - inimitability -- 4.3.4 O - organisational support -- 4.3.5 Organisational knowledge as a basis of competitive advantage -- 4.4 Diagnosing resources and capabilities -- 4.4.1 VRIO analysis -- 4.4.2 The value chain and value system -- 4.4.3 Activity systems -- 4.4.4 Benchmarking -- 4.4.5 SWOT -- 4.5 Dynamic capabilities -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Rocket Internet - will the copycat be imitated? -- 5 STAKEHOLDERS AND GOVERNANCE -- 5.1 Introduction -- 5.2 Stakeholders -- 5.2.1 Stakeholder groups -- 5.2.2 Stakeholder mapping -- 5.2.3 Owners -- 5.3 Corporate governance -- 5.3.1 The governance chain -- 5.3.2 Different governance models -- 5.3.3 How boards of directors influence strategy -- 5.4 Social responsibility and ethics -- 5.4.1 Corporate social responsibility -- 5.4.2 The ethics of individuals and managers -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Drinking Partners - India's United Breweries Holdings Ltd -- 6 HISTORY AND CULTURE -- 6.1 Introduction -- 6.2 Why is history important? -- 6.2.1 Path dependency -- 6.2.2 History as a resource -- 6.2.3 Historical analysis -- 6.3 What is culture and why is it important? -- 6.3.1 Geographically-based cultures."]
[{"$nulls":4},"6.3.2 Organisational fields -- 6.3.3 Organisational culture -- 6.3.4 Culture's influence on strategy -- 6.3.5 Analysing culture: the cultural web -- 6.3.6 Undertaking cultural analysis -- 6.4 Strategic drift -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Culture clashes at Barclays Bank -- Commentary on Part I The strategy lenses -- Case example: Nokia's evolving strategy through the lenses -- PART II STRATEGIC CHOICES -- Introduction to Part II -- 7 BUSINESS STRATEGY AND MODELS -- 7.1 Introduction -- 7.2 Generic competitive strategies -- 7.2.1 Cost-leadership strategy -- 7.2.2 Differentiation strategy -- 7.2.3 Focus strategy -- 7.2.4 Hybrid strategy -- 7.2.5 The Strategy Clock -- 7.3 Interactive strategies -- 7.3.1 Interactive price and quality strategies -- 7.3.2 Cooperative strategy -- 7.3.3 Game theory -- 7.4 Business models -- 7.4.1 Value creation, configuration and capture -- 7.4.2 Business model patterns -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: The IKEA approach -- 8 CORPORATE STRATEGY AND DIVERSIFICATION -- 8.1 Introduction -- 8.2 Strategy directions -- 8.2.1 Market penetration -- 8.2.2 Product development -- 8.2.3 Market development -- 8.2.4 Conglomerate diversification -- 8.3 Diversification drivers -- 8.4 Diversification and performance -- 8.5 Vertical integration -- 8.5.1 Forward and backward integration -- 8.5.2 To integrate or to outsource? -- 8.6 Value creation and the corporate parent -- 8.6.1 Value-adding and value-destroying activities of corporate parents -- 8.6.2 The portfolio manager -- 8.6.3 The synergy manager -- 8.6.4 The parental developer -- 8.7 Portfolio matrices -- 8.7.1 The BCG (or "]
[{"$nulls":4},"growth/share) matrix -- 8.7.2 The directional policy (GE-McKinsey) matrix -- 8.7.3 The parenting matrix -- Summary -- Work assignments."]
[{"$nulls":4},"Recommended key readings -- References -- Case example: Virgin - is the brand more than Richard Branson? -- 9 INTERNATIONAL STRATEGY -- 9.1 Introduction -- 9.2 Internationalisation drivers -- 9.3 Geographic sources of advantage -- 9.3.1 Locational advantage: Porter's Diamond -- 9.3.2 The international value system -- 9.4 International strategies -- 9.5 Market selection and entry -- 9.5.1 Country and market characteristics -- 9.5.2 Competitive characteristics -- 9.5.3 Entry modes strategies -- 9.6 Subsidiary roles in an international portfolio -- 9.7 Internationalisation and performance -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: China goes to Hollywood - Wanda's moves into the US movie industry -- 10 ENTREPRENEURSHIP AND INNOVATION -- 10.1 Introduction -- 10.2 Entrepreneurship -- 10.2.1 Opportunity recognition -- 10.2.2 Steps in the entrepreneurial process -- 10.2.3 Stages of entrepreneurial growth -- 10.2.4 Social entrepreneurship -- 10.3 Innovation dilemmas -- 10.3.1 Technology push or market pull -- 10.3.2 Product or process innovation -- 10.3.3 Open or closed innovation -- 10.4 Innovation diffusion -- 10.4.1 The pace of diffusion -- 10.4.2 The diffusion S-curve -- 10.5 Innovators and imitators -- 10.5.1 First-mover advantages and disadvantages -- 10.5.2 The incumbent's response -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Rovio Entertainment - going back to the entrepreneurial roots -- 11 MERGERS, ACQUISITIONS AND ALLIANCES -- 11.1 Introduction -- 11.2 Organic development -- 11.3 Mergers and acquisitions -- 11.3.1 Types of M&A -- 11.3.2 Timing of M&A -- 11.3.3 Motives for M&A -- 11.3.4 M&A processes -- 11.3.5 M&A strategy over time -- 11.4 Strategic alliances -- 11.4.1 Types of strategic alliance -- 11.4.2 Motives for alliances."]
[{"$nulls":4},"11.4.3 Strategic alliance processes -- 11.5 Comparing acquisitions, alliances and organic development -- 11.5.1 Buy, ally or DIY? -- 11.5.2 Key success factors -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Future-proofing business? Sainsbury acquires Argos -- Commentary on Part II Strategic choices -- PART III STRATEGY IN ACTION -- Introduction to Part III -- 12 EVALUATING STRATEGIES -- 12.1 Introduction -- 12.2 Organisational performance -- 12.2.1 Performance measures -- 12.2.2 Performance comparisons -- 12.2.3 Gap analysis -- 12.2.4 Complexities of performance analysis -- 12.3 Suitability -- 12.3.1 Ranking -- 12.3.2 Screening through scenarios -- 12.3.3 Screening for bases of competitive advantage -- 12.3.4 Decision trees -- 12.3.5 Life cycle analysis -- 12.4 Acceptability -- 12.4.1 Risk -- 12.4.2 Return -- 12.4.3 Reaction of stakeholders -- 12.5 Feasibility -- 12.5.1 Financial feasibility -- 12.5.2 People and skills -- 12.5.3 Integrating resources -- 12.6 Evaluation criteria: four qualifications -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: ITV - DIY, buy or ally? -- 13 STRATEGY DEVELOPMENT PROCESSES -- 13.1 Introduction -- 13.2 Deliberate strategy development -- 13.2.1 The role of the strategic leader -- 13.2.2 Strategic planning systems -- 13.2.3 Externally imposed strategy -- 13.3 Emergent strategy development -- 13.3.1 Logical incrementalism -- 13.3.2 Strategy as the outcome of political processes -- 13.3.3 Strategy as the product of structures and systems -- 13.4 Implications for managing strategy development -- 13.4.1 Strategy development in different contexts -- 13.4.2 Managing deliberate and emergent "]
[{"$nulls":4},"strategy -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Alphabet - who and what drives the strategy?."]
[{"$nulls":4},"14 ORGANISING AND STRATEGY."]
[null,null,null,"Sommario/riassunto","With over one million copies sold worldwide, Exploring Strategy has long been the essential strategy text for managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations- how they grow, how they innovate and how they change.      Texts and Cases also provides a wealth of extra case studies written by experts in the subject to aid and enrich your understanding. Examples are taken from events and organisations as diverse as Glastonbury, Mondelez and Formula 1 racing."]
[null,"2.","Record Nr.",null,"UNINA9910141299503321"]
[null,null,"Titolo",null,"Forest growth and yield modeling [[electronic resource] /] / Aaron R. Weiskittel ... [et al.]"]
[null,null,"Pubbl/distr/stampa",null,"Hoboken, N.J., : Wiley, 2011"]
[null,null,"ISBN",null,"1-280-78448-2"]
[{"$nulls":4},"9786613694874"]
[{"$nulls":4},"1-119-99851-4"]
[{"$nulls":4},"1-119-97150-0"]
[{"$nulls":4},"1-119-99852-2"]
[null,null,"Descrizione fisica",null,"1 online resource (431 p.)"]
[null,null,"Classificazione",null,"SCI011000"]
[null,null,"Disciplina",null,"634/.0441"]
[null,null,"Soggetti",null,"Trees - Growth - Computer simulation"]
[{"$nulls":4},"Forest productivity - Computer simulation"]
[{"$nulls":4},"Trees - Growth - Mathematical models"]
[{"$nulls":4},"Forest productivity - Mathematical models"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Forest Growth and Yield Modeling; Contents; Preface; Acknowledgements; 1 Introduction; 1.1 Model development and validation; 1.2 Important uses; 1.3 Overview of the book; 2 Indices of competition; 2.1 Introduction; 2.2 Two-sided competition; 2.2.1 Distance-independent; 2.2.2 Distance-dependent; 2.3 One-sided competition; 2.3.1 Distance-independent; 2.3.2 Distance-dependent; 2.4 Limitations; 2.4.1 Low predictive power; 2.4.2 Distance-independent vs. distance-dependent; 2.4.3 Influence of sampling design; 2.5 Summary; 3 Forest site evaluation; 3.1 Introduction"]
[{"$nulls":4},"3.2 Phytocentric measures of site quality3.2.1 Site index; 3.2.2 Plant indicators; 3.2.3 Other phytocentric measures; 3.3 Geocentric measures of site productivity; 3.3.1 Physiographic measures; 3.3.2 Climatic measures; 3.3.3 Soil measures; 3.4 Summary; 4 Whole-stand and size-class models; 4.1 Introduction; 4.2 Whole-stand models; 4.2.1 Yield tables and equations; 4.2.2 Compatible growth and yield equations; 4.2.3 Systems of equations; 4.2.4 State-space models; 4.2.5 Transition matrix models; 4.3 Size-class models; 4.3.1 Stand table projection; 4.3.2 Matrix models; 4.3.3 Diameter-class models"]
[{"$nulls":4},"4.3.4 Cohort models4.4 Summary; 5 Tree-level models; 5.1 "]
[{"$nulls":4},"Introduction; 5.2 Single-tree distance-dependent models; 5.2.1 Example models; 5.3 Tree-list distance-independent models; 5.3.1 Example models; 5.4 Summary; 6 Components of tree-list models; 6.1 Introduction; 6.2 Diameter increment; 6.2.1 Potential diameter increment equations with multiplicative modifiers; 6.2.2 Realized diameter increment equations; 6.3 Height increment; 6.3.1 Potential height increment equations with multiplicative modifiers; 6.3.2 Realized height increment equations; 6.4 Crown recession"]
[{"$nulls":4},"6.4.1 Individual-tree crown recession models6.4.2 Branch-level crown recession models; 6.5 Summary; 7 Individual-tree static equations; 7.1 Introduction; 7.2 Total height; 7.3 Crown length; 7.4 Crown width and profile; 7.5 Stem volume and taper; 7.6 Biomass; 7.7 Use of static equations to predict missing values; 7.8 Summary; 8 Mortality; 8.1 Introduction; 8.2 Stand-level mortality; 8.3 Individual-tree-level mortality; 8.4 Mechanistic models of mortality; 8.5 Development and application of mortality equations; 8.6 Summary; 9 Seeding, regeneration, and recruitment; 9.1 Introduction; 9.2 Seeding"]
[{"$nulls":4},"9.2.1 Flowering and pollination9.2.2 Seed production; 9.2.3 Seed dispersal; 9.2.4 Seed germination; 9.3 Regeneration; 9.4 Recruitment; 9.4.1 Static; 9.4.2 Dynamic; 9.5 Summary; 10 Linking growth models of different resolutions; 10.1 Introduction; 10.2 Linked stand- and size-class models; 10.2.1 Parameter recovery; 10.2.2 Modified stand table projection; 10.3 Linked stand- and tree-level models; 10.3.1 Disaggregation; 10.3.2 Constrained; 10.3.3 Combined; 10.4 Summary; 11 Modeling silvicultural treatments; 11.1 Introduction; 11.2 Genetic improvements; 11.2.1 Stand-level; 11.2.2 Tree-level"]
[{"$nulls":4},"11.3 Early stand treatments"]
[null,null,null,"Sommario/riassunto","\"Completely updated and expanded new edition of this widely cited book, Modelling Forest Growth and Yield, 2nd Edition synthesizes current scientific literature, provides insights in how models are constructed, gives suggestions for future developments, and outlines keys for successful implementation of models.The book describes current modeling approaches for predicting forest growth and yield and explores the components that comprise the various modeling approaches. It provides the reader with the tools for evaluating and calibrating growth and yield models and outlines the steps necessary for developing a forest growth and yield model\"--"]
[null,"3.","Record Nr.",null,"UNINA9910783645803321"]
[null,null,"Titolo",null,"Colonization of unfamiliar landscapes : the archaeology of adaptation / / edited by Marcy Rockman and James Steele"]
[null,null,"Pubbl/distr/stampa",null,"London ; ; New York : , : Routledge, , 2003"]
[null,null,"ISBN",null,"1-134-52013-1"]
[{"$nulls":4},"1-134-52014-X"]
[{"$nulls":4},"1-280-02246-9"]
[{"$nulls":4},"0-203-42290-2"]
[{"$nulls":4},"0-203-42533-2"]
[null,null,"Descrizione fisica",null,"1 online resource (273 p.)"]
[null,null,"Disciplina",null,"930.1"]
[null,null,"Soggetti",null,"Social archaeology"]
[{"$nulls":4},"Landscape archaeology"]
[{"$nulls":4},"Landscapes - Social aspects - History"]
[{"$nulls":4},"Land settlement - History"]
[{"$nulls":4},"Colonization - History"]
[{"$nulls":4},"Human beings - Effect of environment on - History"]
[{"$nulls":4},"Adaptation (Biology) - History"]
[{"$nulls":4},"Adaptability (Psychology) - History"]
[{"$nulls":4},"Ethnoarchaeology"]
[{"$nulls":4},"Archaeology and history"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Book Cover; Title; Contents; List of figures; List of tables; List of contributors; Foreword; Acknowledgments; Editors' introduction; Dating abbreviations; Conceptual frameworks; Knowledge and learning in the archaeology of colonization; Human wayfinding and cognitive maps; Colonization of new land by hunter-gatherers: expectations and implications based on ethnographic data; Tracking the role of pathways in the evolution of a human landscape: the St Croix Riverway in ethnohistorical perspective; Mining rushes and landscape learning in the modern world; Case studies"]
[{"$nulls":4},"Landscape learning and the earliest peopling of EuropeThe social context of landscape learning and the lateglacial   early postglacial recolonization of the British Isles; ~Where do we go from here?~ "]
[{"$nulls":4},"Modelling the decision-making process during exploratory dispersal; Deerslayers, pathfinders, and icemen: origins of the European Neolithic as seen from the frontier; Entering uncharted waters: models of initial colonization in Polynesia; The weather is fine, wish you were here, because I'm the last one alive: ~learning~ the environment in the English New World colonies"]
[{"$nulls":4},"Advances in theory and methodColonizing new landscapes: archaeological detectability of the first phase; Lessons in landscape learning; Index"]
[null,null,null,"Sommario/riassunto","The process of familiarization with and adaptation to unfamiliar landscapes has been integral to colonization and settlement throughout human history. This innovative and important volume presents the archaeological and anthropological foundations of the landscape learning process. Contributions apply the related fields of ethnography, cognitive psychology, and historical archaeology to the issues of individual exploration, development of trail systems, folk knowledge, social identity, and the role of the frontier in the growth of the modern world. A series of case studies examines the arc"]