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Strategisches Management: Ein funktionsübergreifender Ansatz von Porth, Stephen J.

by Porth, Stephen J. | PB | Acceptable
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“Readable copy. Pages may have considerable notes/highlighting. ~ ThriftBooks: Read More, Spend ...
Binding
Paperback
Book Title
Strategic Management
Weight
1 lbs
Product Group
Book
IsTextBook
Yes
ISBN
9781256169192

Über dieses Produkt

Product Identifiers

Publisher
Pearson Learning Solutions
ISBN-10
1256169196
ISBN-13
9781256169192
eBay Product ID (ePID)
109534028

Product Key Features

Number of Pages
320 Pages
Language
English
Publication Name
Strategic Management : a Cross-Functional Approach
Publication Year
2011
Subject
Professional Development, Industrial Management, Management, Strategic Planning
Type
Textbook
Subject Area
Education, Business & Economics
Author
Stephen J. Porth
Format
Trade Paperback

Dimensions

Item Height
0.8 in
Item Weight
17.5 Oz
Item Length
9.2 in
Item Width
7 in

Additional Product Features

Edition Number
4
Intended Audience
College Audience
Table Of Content
CHAPTER 1 Strategic Management: An Overview Chapter Learning Objectives What is Strategic Management? The Nature of the Strategic Process Social Responsibility and Ethics The Benefits of Strategic Management Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes CHAPTER 2 Creating Value: A Strategic Imperative Chapter Learning Objectives The Importance of Value Creation Value for Customers Value Disciplines as Paths to Market Leadership Employees and Value Creation Owners and Value Creation Emerging Technologies and Value Creation Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes CHAPTER 3 Developing a Mission & Understanding Strategy Chapter Learning Objectives Core Values, Mission and Vision The Elements of Strategy Strategy and Performance The Internet and E-Business Initiatives Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes CHAPTER 4 The Internal Audit Chapter Learning Objectives The Internal Audit Process Stage 1: Assessment of Performance Stage 2: Analysis of Value Chain Activities and Linkages Stage 3: Understanding Core Competencies Stage 4: Identifying Strengths and Weaknesses Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes CHAPTER 5 The External Audit Chapter Learning Objectives Environment-Organization Relationship The Segments of the External Environment The External Audit Process Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes CHAPTER 6 Setting Objectives and Making Strategic Choices Chapter Learning Objectives Focusing on Strategic Issues Setting Strategic Objectives Strategic Choice Corporate Level Strategic Choice Business Level Strategic Choice Competitive Dynamics and Strategic Choice International Dimensions of Strategic Choice Behavioral Aspects of Strategic Choice Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes CHAPTER 7 Financial Tools for Strategic Choice Chapter Learning Objectives The Finance Function in Strategic Management Acquiring Funding for Strategic Initiatives Financial Tools for Strategic Choice Business Valuation: Determining What a Firm is Worth Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes CHAPTER 8 Strategy Implementation: Leading People & Change Chapter Learning Objectives Who Is Responsible for Strategy Implementation? The Strategy Implementation Process The Role of Organizational Culture in Implementation Why Does Implementation Fail? Successful Strategy Implementation: The People Issues Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes Appendix 8A: The Future Search Model CHAPTER 9 Strategy Implementation: Managing the Organizational Issues Chapter Learning Objectives Keys to Successful Implementation: The Organizational Issues Project Management The Role of Organizational Alignment in Strategy Implementation Strategy and Organizational Design International Aspects of Strategy Implementation Strategy Implementation: An Example Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes CHAPTER 10 Assessing Value Creation Chapter Learning Objectives Measuring Value Creation: Two Approaches A Framework for Assessing Value Creation Conclusion Key Terms and Concepts Discussion Questions Experiential Exercise Endnotes
Synopsis
Good strategic managers are capable of seeing the big picture and managing across the whole organization -- that is the message of Strategic Management: A Cross-Functional Approach. This text shows students that successful strategic management requires an ability to see the organization as a whole--to step out of the functional silos that students tend to acquire through previous work experience or prior courses, and see the organization in a new way. To be good strategic thinkers, people from a marketing or HR background need to understand financials and how to use them, and finance and accounting people need to see that customer and employee relationships are the lifeblood of the organization. Strategic Management is unique in covering the research, tools, and theory of strategic management - taking a cross-functional and integrative perspective, by focusing on value creation for customers, employees, and owners/stockholders. This concept, called the customer-employee-owner cycle, is introduced in Chapter 1 and serves as an organizing framework throughout the book. Each chapter is brought to life for students with a "focus company," used as a running example to illustrate and enliven the material in the chapter. Focus companies include organizations students are familiar with and interested in, such as Nike, Microsoft, Wal-Mart, John & Johnson, and the Walt Disney Company.

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