The book is designed to be the primary reader in the capstone strategic management course. It can be used in undergraduate or graduate courses, although the style fits the undergraduate market best. Its distinctive features include: Positioned between theory and practice Text concepts are aligned with 25 case analysis steps; no separate section on "how to analyze a case" Very readable; appropriate for undergraduate or graduate courses, although other readings, cases, simulations, etc. are typically required at the graduate level Global orientation Real time cases Numerous current examples, largely drawn from the Wall Street Journal and Financial Times 3e has already been updated considerably Options for changes in an upcoming edition include cases (real time and/or traditional), providing ongoing updates or commentaries to adopters, and current issue debate boxes in the chapters
This book explores nonmarket strategy (NMS) in firms by invoking economic, political and philosophical perspectives. Featuring data from the USA, the UK, India, China, Mexico and other countries, the author links NMS to economic freedom, regional development, corruption and other national factors. Nonmarket strategy (NMS) refers to any part of a firm’s strategy that seeks to generate superior performance through means not directly associated with market activity, such as lobbying legislators, colluding with rivals to erect industry entry barriers and pursuing direct business-government partnerships. Decades ago, nonmarket factors comprised a minor, peripheral consideration in organizational strategy. Today, NMS is central to strategy development and execution. This phenomenon is driven by both corruption in emerging economies and cronyism in the developed world. Scholarly interest in NMS continues to increase and while much is known about the topic, some core questions still remain such as: Are there different drivers for and implications of proactive NMS versus defensive NMS? How do national environments influence firm decisions to pursue NMS? The data presented in the book explores many of these questions. Providing a comprehensive, multidisciplinary analysis that includes elements of management, economics, philosophy and social sciences, this book is beneficial for scholars, practitioners, students, academics and policy makers interested in NMS.
Offering a strategic orientation to crisis management, this fully updated edition of Crisis Management: Leading in the New Strategy Landscape, Second Edition by William "Rick" Crandall, John A. Parnell, and John E. Spillan helps readers understand the importance of planning for crises within the wider framework of an organization's regular strategic management process. This strikingly engaging and easy-to-follow text focuses on a four-stage crisis management framework: 1) Landscape Survey: identifying potential crisis vulnerabilities, 2) Strategic Planning: organizing the crisis management team and writing the plan, 3) Crisis Management: addressing the crisis when it occurs, and 4) Organizational Learning: applying lessons from crises so they will be prevented or mitigated in the future.
In Organizational Theory: A Strategic Perspective, authors Donald Lester and John Parnell present the major theoretical perspectives that have contributed to our understanding of organizations in a clear, engaging style. The text presents the concepts of organizational theory from a strategic perspective. These concepts are not only the foundation for understanding organizations, they are also the basis for managing them effectively. Current examples appear throughout the text, and the ?Best Practice? features in each chapter highlight specific companies and show how they strategically manage key concepts of organizational theory. The authors also provide students with ?real world? applications in the ?Career Points? features. Seven cases are included at the end of the text for in-depth study. In Organizational Theory: A Strategic Perspective, authors Donald Lester and John Parnell present the major theoretical perspectives that have contributed to our understanding of organizations in a clear, engaging style. The text presents the concepts of organizational theory from a strategic perspective. These concepts are not only the foundation for understanding organizations, they are also the basis for managing them effectively. Current examples appear throughout the text, and the ?Best Practice? features in each chapter highlight specific companies and show how they strategically manage key concepts of organizational theory. The authors also provide students with ?real world? applications in the ?Career Points? features. Seven cases are included at the end of the text for in-depth study.
Crisis management is often viewed as a short-term response to a specific event. While that is a part of the crisis management process, Crisis Management in the New Strategy Landscape takes a long term approach and offers a strategic orientation to crisis management. The text follows a four stage crisis management framework: Landscape survey (anticipating crisis events), strategic planning (setting up the crisis management team and plan), crisis management (addressing the crisis when it occurs), and organizational learning (applying lessons from crisis so they will be prevented, or at least mitigated in the future). Features & Benefits - Strategic approach used throughout the text - New trends in crisis management - Material on business ethics - What to do after the crisis - Case studies and vignettes at the beginning and end of each chapter
In Organizational Theory: A Strategic Perspective, authors Donald Lester and John Parnell present the major theoretical perspectives that have contributed to our understanding of organizations in a clear, engaging style. The text presents the concepts of organizational theory from a strategic perspective. These concepts are not only the foundation for understanding organizations, they are also the basis for managing them effectively. Current examples appear throughout the text, and the ?Best Practice? features in each chapter highlight specific companies and show how they strategically manage key concepts of organizational theory. The authors also provide students with ?real world? applications in the ?Career Points? features. Seven cases are included at the end of the text for in-depth study. In Organizational Theory: A Strategic Perspective, authors Donald Lester and John Parnell present the major theoretical perspectives that have contributed to our understanding of organizations in a clear, engaging style. The text presents the concepts of organizational theory from a strategic perspective. These concepts are not only the foundation for understanding organizations, they are also the basis for managing them effectively. Current examples appear throughout the text, and the ?Best Practice? features in each chapter highlight specific companies and show how they strategically manage key concepts of organizational theory. The authors also provide students with ?real world? applications in the ?Career Points? features. Seven cases are included at the end of the text for in-depth study.
The book is designed to be the primary reader in the capstone strategic management course. It can be used in undergraduate or graduate courses, although the style fits the undergraduate market best. Its distinctive features include: Positioned between theory and practice Text concepts are aligned with 25 case analysis steps; no separate section on "how to analyze a case" Very readable; appropriate for undergraduate or graduate courses, although other readings, cases, simulations, etc. are typically required at the graduate level Global orientation Real time cases Numerous current examples, largely drawn from the Wall Street Journal and Financial Times 3e has already been updated considerably Options for changes in an upcoming edition include cases (real time and/or traditional), providing ongoing updates or commentaries to adopters, and current issue debate boxes in the chapters
Offering a strategic orientation to crisis management, this fully updated edition of Crandall, Parnell, and Spillan′s Crisis Management helps readers understand the importance of planning for crises within the wider framework of an organization′s regular strategic management process. This strikingly engaging and easy-to-follow text focuses on a four-stage crisis management framework: 1) Landscape Survey: identifying potential crisis vulnerabilities, 2) Strategic Planning: organizing the crisis management team and writing the plan, 3) Crisis Management: addressing the crisis when it occurs, and 4) Organizational Learning: applying lessons from crises so they will be prevented or mitigated in the future. The second edition emphasizes the importance of managing both the internal landscape (those stakeholders within the organization, such as the employees, owners, and management) and the external landscape (those stakeholders outside of the organization, such as the media, customers, suppliers, general public, government agencies, and special interest groups).
Crisis management is often viewed as a short-term response to a specific event. While that is a part of the crisis management process, Crisis Management in the New Strategy Landscape takes a long term approach and offers a strategic orientation to crisis management. The text follows a four stage crisis management framework: Landscape survey (anticipating crisis events), strategic planning (setting up the crisis management team and plan), crisis management (addressing the crisis when it occurs), and organizational learning (applying lessons from crisis so they will be prevented, or at least mitigated in the future). Features & Benefits - Strategic approach used throughout the text - New trends in crisis management - Material on business ethics - What to do after the crisis - Case studies and vignettes at the beginning and end of each chapter
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