UID:
edoccha_9958130162802883
Format:
1 online resource (501 p.)
Edition:
2nd ed.
ISBN:
1-136-42321-4
,
1-281-05159-4
,
9786611051594
,
0-08-047634-1
Content:
'Business Strategy: an introduction' is an accessible textbook that provides a straightforward guide for those with little or no knowledge of the subject. It presents complex issues and concepts in a clear and compact manner, so that readers gain a clear understanding of the topics addressed. The following features are included:* A comprehensive introduction to the subjects of business strategy and strategic management* Complex issues explained in a straightforward way for students new to this topic*
Note:
Previous ed.: 1999.
,
Business Strategy An Introduction; Copyright; Contents; Definitions; Index of key concepts; Preface to the second edition; Part 1 An introduction to the strategic process; Chapter 1 Strategy and strategic management; Introduction and chapter overview; Learning objectives; What is strategy?; Definition; Mintzberg's 5 Ps; The elements of strategy; Chandler's definition; Three components of strategy; Strategy: thinking, decisions, leadership and management; Defining the key terms; The debate about the 'sources' of strategy; What is the debate about?; The planning approach
,
The competitive positioning approachThe emergent or learning approach; The core competence approach; Learning and knowledge-based strategy; The approach in this book: learning and knowledge-based strategy; Strategic decisions; Different 'levels'; Congruency and 'fit'; Where is a strategy actually carried out?; Strategy frameworks; How do businesses set strategic objectives?; Who 'owns' an organization?; The stockholder approach; The stakeholder approach; Stakeholders and objectives; References and further reading; Part II Internal analysis; Purposes of internal analysis
,
What are the components of an internal analysis?Chapter 2 The business organization: competences and activities; Introduction and chapter overview; Learning objectives; Resources, competences and core competences; Definitions; How core competences 'work'; Resource analysis; Tangible and intangible resources; Analysing resources; Competences; Core competences; Distinguishing core competences from general competences; Core competences and distinctive capabilities; Outcomes of the analyses; Analysis of value-adding activities; What is value adding?; The value-adding process; The value chain
,
Analysis of the value chainCore activities, non-core activities and outsourcing; References and further reading; Chapter 3 Human resources and culture; Introduction and chapter overview; Learning objectives; Human resources; The importance of human resources; The human resource audit; The purpose of human resource audit; The contents of a human resource audit; Formal and informal human resource audits; The outcomes of a human resource audit; Identifying human resources as critical success factors; Organizational culture; What is culture?; The determinants of culture; Why is culture important?
,
The cultural webCultural typologies; Handy's culture types; Miles and Snow's culture types; References and further reading; Chapter 4 Financial analysis and performance indicators; Introduction and chapter overview; Learning objectives; An introduction to financial analysis; The importance of finance; Sources of corporate funding; Share capital; Rights issue capital; Retained profit as a source of capital; Loan capital; Comparing share capital and loan capital; Other sources of capital; Cost of capital; Costs of debt capital; Costs of share capital; Models of capital costing
,
Why calculate the cost of capital?
,
English
Additional Edition:
ISBN 1-138-47003-1
Additional Edition:
ISBN 0-7506-5569-0
Language:
English
Bookmarklink
