Global Strategic Management
(Sprache: Englisch)
Global Strategic Management gives students a thorough understanding of the wide range of theories and research in this area, providing a wealth of short and full-length case studies of successful global companies from the EU, USA and emerging economies. New chapter on 'Knowledge and Innovation'.
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Produktinformationen zu „Global Strategic Management “
Global Strategic Management gives students a thorough understanding of the wide range of theories and research in this area, providing a wealth of short and full-length case studies of successful global companies from the EU, USA and emerging economies. New chapter on 'Knowledge and Innovation'.
Klappentext zu „Global Strategic Management “
"This book marks an essential and long overdue integration of Strategic Management and International Business... The book is well structured and user-friendly, and I recommend it highly." - Christos N. Pitelis, Director, Centre for International Business and Management, Judge Business School, University of CambridgeGlobal Strategic Management 2e provides a truly global, as opposed to multinational, perspective on strategy. It covers both traditional strategic management topics as well as new topics, such as corporate social responsibility and new technologies. Global Strategic Management gives the student a thorough understanding of the wide range of theories and research available in this field, and provides a wealth of both mini- and full-length cases of successful global companiesfrom the United States, Europe and emerging economies.Continuing with the concise treatment of topics, accessible writing style and clear structure that were such strengths of the first edition ofthis text, the second edition comprises 12 chapters divided into five parts. A new chapter, on knowledge and innovation, has been added. A fifth part on innovation has been introduced to clearly outline the importance of this area to global strategy.A full complement of pedagogical features are consistently applied throughout the text in order to support students and to ensure they benefit from the wide-ranging content. Chapter summaries ensure students have a clear understanding of key points, and discussion questions allow the reader to check their understanding and think around the subject.The text is also supported by an Online Resource Centre, which has been fully updated to compliment the new edition of the text. Online Resource Centre:
For students:
Multiple choice questions
Web links
For registered adopters of the book:
Fully customizable PowerPoint slides
Suggested answers for case study questions
Suggested answers for discussion questions
Inhaltsverzeichnis zu „Global Strategic Management “
From the contents:PART I: INTRODUCTION1: Introduction to Global Strategic ManagementPART II: GLOBAL STRATEGIC ANALYSIS
2: Global Business Environment - The External Macro Environment
3: Global Business Environment - The Industry Environment
4: Global Business Environment - The Internal Firm EnvironmentPART III: GLOBAL STRATEGIC DEVELOPMENT
5: Managing the Internationalisation Process
6: International Strategic Alliances: Partnership and Co-Operation
7: Headquarter-Level Strategy
8: The Subsidiary-Level StrategyPART IV: GLOBAL STRATEGIC IMPLEMENTATION
9: Global Structures and Design
10: Global Management of ChangePART V: GLOBAL STRATEGIC INNOVATION
11: Global Management of Knowledge and Innovation
12: Corporate Social Responsibility and Innovation
Autoren-Porträt von Jedrzej G. Frynas, Kamel Mellahi
Kamel Mellahi is Professor of Strategic Management at Warwick Business School, University of Warwick.
Bibliographische Angaben
- Autoren: Jedrzej G. Frynas , Kamel Mellahi
- 2011, 2nd edition, XXIX, 422 Seiten, Maße: 18,9 x 24,4 cm, Kartoniert (TB), Englisch
- Verlag: Oxford University Press
- ISBN-10: 0199543933
- ISBN-13: 9780199543939
Sprache:
Englisch
Rezension zu „Global Strategic Management “
It is a much better book [than the competitive texts]. It is simple, to the point and a good read. It does not get bogged down in too much detail. |s Nicholas Perdikis, Aberystwyth University
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