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Strategic Management Ebook Free Download
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Technology has fundamentally changed the way businesses operate and how leaders engage in the strategic management of their firms. Understanding the customer journey has become essential to creating and executing connected strategies.
Description:Teaching the strategic management course can be a challenge for many professors. This book covers all of the traditional topics that standard strategic management texts cover, but in an exciting way that will assist you in engaging your students in your course.
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All chapters along with the Table of Contents and Preface, are also available as free downloadable inspection copies for lecturers. Please click on 'Instructor Companion Site' on the top right of this page and follow the links to register your details.
Students enjoy the concise and approachable style of Strategic Management: Concepts and Cases, 4e. Written in an accessible Harvard Business Review style with lots of practical examples and strategy tools, this course engages students with an easy-to-understand learning experience to strategic management concepts that will help students succeed in today's workplace. The newest edition of Strategic Management sparks ideas, fuels creative thinking and discussion, while engaging students via contemporary examples, outstanding author-produced cases, and much more.
Original case studies illustrate strategic management topics in diverse business environments. Cases include Zoom versus Teams, Facebook and the US Elections, Smart Phone Wars in 2021, Vivant Smart Home, ESPN in 2021, Uber Technologies, Tesla Panasonic Alliance, Amazon, Valient Pharmaceuticals, Walmart, Coke, Pepsi, Intel, Southwest, Nike, and more. We also provide author-created Case Notes, Discussion Questions, and PowerPoints to summarize key points for each case.
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`Rodolphe Durand has a compelling message for the growing community of evolutionary researchers in organization studies. Evolutionary researchers need to attend more carefully to historical and contemporary debates in the biological sciences if they are to avoid false tracks and simplisitic analogies. Durand offers here the foundations of a distinctive and authentic evolutionary theory that takes organizations seriously for what they are' - Richard Whittington, Oxford University `This book fills an important gap in the study of organizations and strategy from an evolutionary perspective. It offers a synthetic approach to evolutionary analysis with grounded empirical examples that graduate students and seasoned scholars alike will find immensely useful. Durand's OES model, rooted in a critical examination of philosophical and scientific writings on evolution, is particularly promising and provides a valuable guidepost for future research on organizations and strategic management' - Michael Lounsbury, University of Alberta How is economic evolutionary theory, in which organisations evolve according to environmental selection, reconciled with evidence of strategic management? This book is the first of its kind to propose a solution to this theoretical puzzle and engage readers in a balanced understanding of organizational evolution. Rodolphe Durand embarks upon a fresh assessment of the literature. His discoveries provide the foundation for a new theory of organizational selection and an organizational evolution and strategy model that reconciles economic evolution with strategic intentionality. Chapters include an examination of the work by Lamarck, Darwin and Spencer; a constructive appraisal of evolutionary theory applied to organisations and a summary of how the organizational evolution and strategy model will affect future theory and research. - An associated web site with further information can be found at:
In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates.[1][2][3][4] Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans.[5] Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision-making in the context of complex environments and competitive dynamics.[6] Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning.[7][8][9]
Management theory and practice often make a distinction between strategic management and operational management, with operational management concerned primarily with improving efficiency and controlling costs within the boundaries set by the organization's strategy.[citation needed]
Strategic management involves the related concepts of strategic planning and strategic thinking. Strategic planning is analytical in nature and refers to formalized procedures to produce the data and analyses used as inputs for strategic thinking, which synthesizes the data resulting in the strategy. Strategic planning may also refer to control mechanisms used to implement the strategy once it is determined. In other words, strategic planning happens around the strategic thinking or strategy making activity.[15]
The second major process of strategic management is implementation, which involves decisions regarding how the organization's resources (i.e., people, process and IT systems) will be aligned and mobilized towards the objectives. Implementation results in how the organization's resources are structured (such as by product or service or geography), leadership arrangements, communication, incentives, and monitoring mechanisms to track progress towards objectives, among others.[15]
Running the day-to-day operations of the business is often referred to as "operations management" or specific terms for key departments or functions, such as "logistics management" or "marketing management," which take over once strategic management decisions are implemented.[15]
In 1998, Mintzberg developed these five types of management strategy into 10 "schools of thought" and grouped them into three categories. The first group is normative. It consists of the schools of informal design and conception, the formal planning, and analytical positioning. The second group, consisting of six schools, is more concerned with how strategic management is actually done, rather than prescribing optimal plans or positions. The six schools are entrepreneurial, visionary, cognitive, learning/adaptive/emergent, negotiation, corporate culture and business environment. The third and final group consists of one school, the configuration or transformation school, a hybrid of the other schools organized into stages, organizational life cycles, or "episodes".[20]
The strategic management discipline originated in the 1950s and 1960s. Among the numerous early contributors, the most influential were Peter Drucker, Philip Selznick, Alfred Chandler, Igor Ansoff,[26] and Bruce Henderson.[6] The discipline draws from earlier thinking and texts on 'strategy' dating back thousands of years. Prior to 1960, the term "strategy" was primarily used regarding war and politics, not business.[27] Many companies built strategic planning functions to develop and execute the formulation and implementation processes during the 1960s.[28]
Peter Drucker was a prolific management theorist and author of dozens of management books, with a career spanning five decades. He addressed fundamental strategic questions in a 1954 book The Practice of Management writing: "... the first responsibility of top management is to ask the question 'what is our business?' and to make sure it is carefully studied and correctly answered." He wrote that the answer was determined by the customer. He recommended eight areas where objectives should be set, such as market standing, innovation, productivity, physical and financial resources, worker performance and attitude, profitability, manager performance and development, and public responsibility.[29] 2ff7e9595c
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