Strategic management:
Gespeichert in:
| Vorheriger Titel: | Lynch, Richard L. Corporate strategy |
|---|---|
| Beteilige Person: | |
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Harlow [u.a.]
Prentice Hall / Financial Times
2009
|
| Ausgabe: | 5. ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017089810&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | 1. - 4. Aufl. u.d.T.: Lynch, Richard L.: Corporate strategy |
| Umfang: | XXX, 826 S. Ill., graph. Darst. |
| ISBN: | 9780273716389 |
Internformat
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Datensatz im Suchindex
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| adam_text | IMAGE 1
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ABOUT THE FIFTH EDITION XIII
HOW TO USE THIS BOOK XVIII
GUIDED TOUR XIX
GUIDE TO THE MAIN FOCUS OF CASE STUDIES XXII ACKNOWLEDGEMENTS XXV
PUBLISHER S ACKNOWLEDGEMENTS XXVIII
PARTI INTRODUCTION
CHAPTER 1 STRATEGIC MANAGEMENT 2
INTRODUCTION 2
CASE STUDY 1.1 3
1.1 WHAT IS STRATEGIC MANAGEMENT? 5
1.2 THE MAIN TOPICS COVERED IN STRATEGY 7
CASE STUDY 1.2 10
1.3 CORE AREAS OF STRATEGIC MANAGEMENT 13 1.4 CONTEXT, CONTENT AND
PROCESS 15
1.5 PROCESS: LINKING THE THREE CORE AREAS 16 1.6 WHAT MAKES GOOD
STRATEGY? 20
1.7 STRATEGY DEVELOPMENT IN PUBLIC AND NON-PROFIT ORGANISATIONS 22
1.8 INTERNATIONAL DIMENSIONS IN STRATEGIC MANAGEMENT CASE STUDY 1.3
CRITICAL REFLECTION SUMMARY QUESTIONS
FURTHER READING NOTES AND REFERENCES
CHAPTER 2 A REVIEW OF THEORY AND PRACTICE 31
INTRODUCTION 31
CASE STUDY 2.1 32
2.1 HISTORICAL CONTEXT OF STRATEGY 33
CASE STUDY 2.2 36
2.2 PRESCRIPTIVE STRATEGIC MANAGEMENT IN PRACTICE 37
CASE STUDY 2.3 41
2.3 EMERGENT STRATEGIC MANAGEMENT IN PRACTICE 42 CASE STUDY 2.4 46
2.4 SOME PRESCRIPTIVE THEORIES OF STRATEGIC MANAGEMENT 47
CASE STUDY 2.5 54
23 24 27 27 28 28 29
3.6 3.7
3.8 3.9
3.1
2.5 SOME EMERGENT THEORIES OF STRATEGIC MANAGEMENT 55
2.6 THE PURPOSE OF THE ORGANISATION: STAKEHOLDERS AND ETHICS 61
CASE STUDY 2,6 63
CRITICAL REFLECTION 66
SUMMARY 66
QUESTIONS 68
FURTHER READING 68
NOTES AND REFERENCES 68
PART 2 STRATEGIC ANALYSIS AND PURPOSE
CHAPTER 3 ANALYSING THE STRATEGIC ENVIRONMENT 74 INTRODUCTION 74
CASE STUDY 3.1 75
3.1 EXPLORING THE COMPETITIVE ENVIRONMENT 76 3.2 STRATEGIC ENVIRONMENT -
THE BASICS 79
3.3 DEGREE OF TURBULENCE IN THE ENVIRONMENT 80 3.4 ANALYSING THE GENERAL
ENVIRONMENT 81
CASE STUDY 3.2 85
3.5 ANALYSING THE STAGES OF MARKET GROWTH 86 CASE STUDY 3.3 89
KEY FACTORS FOR SUCCESS IN AN INDUSTRY 93 ANALYSING THE COMPETITIVE
INDUSTRY ENVIRONMENT - THE CONTRIBUTION OF PORTER 96 ANALYSING THE
CO-OPERATIVE ENVIRONMENT 102 ANALYSING ONE OR MORE IMMEDIATE
COMPETITORS IN DEPTH 106
3.10 ANALYSING THE CUSTOMER AND MARKET SEGMENTATION 107
3.11 CONCLUSIONS 109
CASE STUDY 3.4 110
CRITICAL REFLECTION 114
SUMMARY 115
QUESTIONS 116
FURTHER READING 116
NOTES AND REFERENCES 1 1 6
CHAPTER 4 ANALYSING RESOURCES AND CAPABILITIES 118 INTRODUCTION 118
CASE STUDY 4.1 119
4.1 ANALYSING RESOURCES AND CAPABILITIES 122 4.2 WHY DOES AN
ORGANISATION POSSESS ANY RESOURCES AT ALL? THE MAKE-OR-BUY DECISION 126
VII
IMAGE 3
CONTENTS
CASE STUDY 4.2 128
4.3 RESOURCE ANALYSIS AND ADDING VALUE 130 4.4 ADDING VALUE: THE VALUE
CHAIN AND THE VALUE SYSTEM - THE CONTRIBUTION OF PORTER 131
4.5 RESOURCE ANALYSIS AND ECONOMIC RENT - THE CONTRIBUTION OF DAVID
RICARDO 137
CASE STUDY 4.3 140
4.6 RESOURCE ANALYSIS AND COMPETITIVE ADVANTAGE - THE RESOURCE-BASED
VIEW 144 4.7 IDENTIFYING WHICH RESOURCES AND CAPABILITIES DELIVER
SUSTAINABLE COMPETITIVE ADVANTAGE 152
4.8 RESOURCE AND CAPABILITY ANALYSIS - IMPROVING COMPETITIVE ADVANTAGE
158 CASE STUDY 4.4 161
CRITICAL REFLECTION 163
SUMMARY 164
QUESTIONS 165
FURTHER READING 166
NOTES AND REFERENCES 166
CHAPTER 5 STRATEGY DYNAMICS 169
INTRODUCTION 169
CASE STUDY 5.1 170
5.1 INTERPRETIVE DYNAMICS: THE CHANGING PURPOSE OF THE ORGANISATION 171
CASE STUDY 5.2 174
5.2 INTERPRETIVE DYNAMICS: THE ORGANISATION S CHANGING AND UNCERTAIN
ENVIRONMENT 177 CASE STUDY 5.3 183
5.3 INTERPRETIVE DYNAMICS: FAST-MOVING MARKETS 185 5.4 INTERPRETIVE
DYNAMICS: RESOURCE DEVELOPMENT 188 CASE STUDY 5.4 195
5.5 PROACTIVE DYNAMICS: DEVELOPING A DYNAMIC BUSINESS FRAMEWORK 198
5.6 PROACTIVE DYNAMICS: AGGRESSIVE COMPETITIVE STRATEGIES 201
5.7 PROACTIVE DYNAMICS: DEVELOPING CO-OPERATION 205 5.8 PROACTIVE
DYNAMICS: USING GAME THEORY 208 CRITICAL REFLECTION 211
SUMMARY 211
QUESTIONS 213
APPENDIX: NEGOTIATION CHECKLIST FOR A TWO-PLAYER GAME 214
FURTHER READING 215
NOTES AND REFERENCES 215
CHAPTER 6 PRESCRIPTIVE PURPOSE DELIVERED THROUGH MISSION, OBJECTIVES AND
ETHICS 218
INTRODUCTION. 218
CASE STUDY 6.1 219
6.1 SHAPING THE PURPOSE OF THE ORGANISATION 221 6.2 DEVELOPING A
STRATEGIC VISION FOR THE FUTURE 227 CASE STUDY 6.2 229
VIII
6.3 STAKEHOLDER POWER ANALYSIS 232
6.4 DEVELOPING THE MISSION 236
CASE STUDY 6.3 240
6.5 DEVELOPING THE OBJECTIVES 242
CASE STUDY 6.4 245
6.6 CORPORATE GOVERNANCE AND THE PURPOSE OF THE ORGANISATION 247
6.7 PURPOSE SHAPED BY ETHICS AND CORPORATE SOCIAL RESPONSIBILITY 252
CRITICAL REFLECTION 256
SUMMARY 257
QUESTIONS 258
FURTHER READING 258
NOTES AND REFERENCES 259
CHAPTER 7 PURPOSE EMERGING FROM KNOWLEDGE, TECHNOLOGY AND INNOVATION 261
INTRODUCTION 261
CASE STUDY 7.1 262
7.1 CREATING NEW KNOWLEDGE 263
CASE STUDY 7.2 268
7.2 KNOWLEDGE CREATION AND PURPOSE 271
CASE STUDY 7.3 275
7.3 USING TECHNOLOGY TO DEVELOP PURPOSE AND COMPETITIVE ADVANTAGE 276
CASE STUDY 7.4 280
7.4 INNOVATION AND PURPOSE 282
CASE STUDY 7.5 285
7.5 HOW TO INNOVATE: THE IDEAS PROCESS 287 CRITICAL REFLECTION 292
SUMMARY 292
QUESTIONS 293
FURTHER READING 293
NOTES AND REFERENCES 294
PART 3 DEVELOPING THE STRATEGY
CHAPTER 8 DEVELOPING BUSINESS-LEVEL STRATEGY OPTIONS 298 INTRODUCTION
298
CASE STUDY 8.1 300
8.1 PURPOSE AND THE SWOT ANALYSIS - THE CONTRIBUTION OF ANDREWS 302
8.2 ENVIRONMENT-BASED OPTIONS: GENERIC STRATEGIES - THE CONTRIBUTION OF
PORTER 303 CASE STUDY 8.2 308
CASE STUDY 8.3 310
8.3 ENVIRONMENT-BASED STRATEGIC OPTIONS: THE MARKET OPTIONS MATRIX 313
8.4 ENVIRONMENT-BASED STRATEGIC OPTIONS: THE EXPANSION METHOD MATRIX 318
IMAGE 4
CASE STUDY 8.4 321
8.5 RESOURCE-BASED STRATEGIC OPTIONS: THE VALUE CHAIN 325
8.6 RESOURCE-BASED STRATEGIC OPTIONS: THE RESOURCE-BASED VIEW 328
8.7 RESOURCE-BASED STRATEGIC OPTIONS: COST REDUCTION 330
8.8 RESOURCE-BASED OPTIONS IN SOME SPECIAL TYPES OF ORGANISATION 335
CRITICAL REFLECTION 337
SUMMARY 337
QUESTIONS 338
FURTHER READING 339
NOTES AND REFERENCES 339
CHAPTER 9 DEVELOPING CORPORATE-LEVEL STRATEGY OPTIONS 341 INTRODUCTION
341
CASE STUDY 9.1 342
9.1 CORPORATE-LEVEL STRATEGY: THE BENEFITS AND COSTS OF DIVERSIFYING 345
9.2 CORPORATE OPTIONS: DEGREES OF DIVERSIFICATION 349
9.3 CORPORATE STRATEGY AND THE ROLE OF THE CENTRE - THE PRINCIPLE OF
PARENTING 350
CASE STUDY 9.2 353
9.4 CORPORATE STRATEGY: DECISIONS ABOUT THE COMPANY S DIVERSIFIED
PORTFOLIO OF PRODUCTS 356 CASE STUDY 9.3 361
9.5 THE TOOLS OF CORPORATE-LEVEL OPTIONS: FROM ACQUISITIONS TO
RESTRUCTURING 364
CRITICAL REFLECTION 367
SUMMARY - 367
QUESTIONS 368
FURTHER READING 369
NOTES AND REFERENCES 369
CHAPTER 10 STRATEGY EVALUATION AND DEVELOPMENT: THE PRESCRIPTIVE PROCESS
371
INTRODUCTION 371
CASE STUDY 10.1 372
10.1 PRESCRIPTIVE STRATEGY CONTENT: EVALUATION AGAINST SIX CRITERIA 374
CASE STUDY 10.2 380
10.2 PRESCRIPTIVE STRATEGY CONTENT: PROCEDURES AND TECHNIQUES 381
10.3 APPLYING EMPIRICAL EVIDENCE AND GUIDELINES 388
CASE STUDY 10.3 392
10.4 THE CLASSIC PRESCRIPTIVE MODEL OF STRATEGIC MANAGEMENT: EXPLORING
THE PROCESS 396 10.5 INTERNATIONAL STRATEGIC MANAGEMENT SELECTION 400
CONTENTS
CASE STUDY 10.4 401
CRITICAL REFLECTION 406
SUMMARY 407
QUESTIONS 408
APPENDIX 409
FURTHER READING 409
NOTES AND REFERENCES 409
CHAPTER 11 FINDING THE STRATEGIC ROUTE FORWARD: MAINLY EMERGENT
APPROACHES 412
INTRODUCTION 412
CASE STUDY 11.1 413
11.1 THE IMPORTANCE OF STRATEGY CONTEXT 414 CASE STUDY 11.2 417
11.2 THE SURVIVAL-BASED STRATEGIC ROUTE FORWARD 419
11.3 THE UNCERTAINTY-BASED STRATEGIC ROUTE FORWARD 422
CASE STUDY 11.3 425
11.4 THE NETWORK-BASED STRATEGIC ROUTE FORWARD 429
11.5 THE LEARNING-BASED STRATEGIC ROUTE FORWARD 434
11.6 INTERNATIONAL CONSIDERATIONS 441
CRITICAL REFLECTION 443
SUMMARY 443
QUESTIONS 444
FURTHER READING 445
NOTES AND REFERENCES 445
CHAPTER 12 ORGANISATIONAL STRUCTURE, STYLE AND PEOPLE ISSUES 448
INTRODUCTION 448
CASE STUDY 12.1 449
12.1 STRATEGY BEFORE STRUCTURE? 451
12.2 BUILDING THE ORGANISATION S STRUCTURE: BASIC PRINCIPLES 456
12.3 THE CHOICE OF MANAGEMENT STYLE AND CULTURE 461
CASE STUDY 12.2 466
12.4 TYPES OF ORGANISATIONAL STRUCTURE 469 12.5 ORGANISATIONAL
STRUCTURES FOR INNOVATION 474 CASE STUDY 12.3 477
12.6 MOTIVATION AND STAFFING IN STRATEGY IMPLEMENTATION 479
12.7 STRATEGY AND STRUCTURE IN INTERNATIONAL ORGANISATIONS - THE ROLE OF
HEADQUARTERS 481 CRITICAL REFLECTION 481
SUMMARY 482
QUESTIONS 483
FURTHER READING 484
NOTES AND REFERENCES 484
IX
IMAGE 5
CONTENTS
CHAPTER 13
IMPLEMENTING AND CONTROLLING THE STRATEGIC PLAN INTRODUCTION CASE STUDY
13.1
13.1 THE NATURE AND LIMITATIONS OF THE IMPLEMENTATION PROCESS 13.2
OBJECTIVES, TASK SETTING AND
488
488 489
491
COMMUNICATING THE STRATEGY CASE STUDY 13.2 13.3 RESOURCE ALLOCATION CASE
STUDY 13.3
13.4 INFORMATION, MONITORING AND CONTROL 13.5 THE BALANCE SCORECARD: THE
CONTRIBUTION OF KAPLAN AND NORTON 13.6 PRESCRIPTIVE STRATEGIC PLANNING
CRITICAL REFLECTION SUMMARY QUESTIONS FURTHER READING NOTES AND
REFERENCES
CHAPTER 14 DEVELOPING AND IMPLEMENTING CUSTOMER-DRIVEN STRATEGY
INTRODUCTION CASE STUDY 14.1 14.1 CUSTOMERS AND CUSTOMER-DRIVEN STRATEGY
- THE CONTRIBUTION OF THEODORE
LEVITT
14.2 CUSTOMER PROFILING AND SUSTAINABLE COMPETITIVE ADVANTAGE 14.3
MARKET SEGMENTATION CASE STUDY 14.2 14.4 COMPETITIVE POSITIONING
CASE STUDY 14.3 14.5 STRATEGY IMPLICATIONS: ANALYSING AND IMPLEMENTING
BRANDING AND REPUTATION 14.6 STRATEGY IMPLICATIONS: COMMUNICATING
WITH CUSTOMERS AND STAKEHOLDERS 14.7 STRATEGY IMPLICATIONS: STRATEGIC
PRICING AND VALUE FOR MONEY 14.8 STRATEGY IMPLICATIONS: QUALITY
OBJECTIVES
AND CUSTOMERS CASE STUDY 14.4 CRITICAL REFLECTION SUMMARY QUESTIONS
FURTHER READING NOTES AND REFERENCES
495 499 502 503
506
508 513 517 518
519 519 520
521
521 522
525
528 533 535 537 538
540
542
544
549 551 555 555 557 558 558
CHAPTER 15 MANAGING STRATEGIC CHANGE 560
INTRODUCTION 560
CASE STUDY 15.1 561
15.1 THE BASIC CONCEPT OF STRATEGIC CHANGE 563 15.2 ANALYSING THE CAUSES
OF STRATEGIC CHANGE 567 CASE STUDY 15.2 569
15.3 PRESCRIPTIVE APPROACHES TO MANAGING STRATEGIC CHANGE 573
CASE STUDY 15.3 576
15.4 EMERGENT APPROACHES TO MANAGING CHANGE 578 CASE STUDY 15.4 583
15.5 DEVELOPING A STRATEGIC CHANGE PROGRAMME 585 CRITICAL REFLECTION 590
SUMMARY 590
QUESTIONS 591
FURTHER READING 592
NOTES AND REFERENCES 592
PART 5 DIFFERENT STRATEGY CONTEXTS AND BUILDING A COHESIVE STRATEGY
CHAPTER 16 STRATEGIC LEADERSHIP 596
INTRODUCTION 596
CASE STUDY 16.1 597
16.1 WHAT IS STRATEGIC LEADERSHIP 599
16.2 WHAT MAKES A SUCCESSFUL LEADER? 600 CASE STUDY 16.2 605
16.3 HOW LEADERS SHAPE ORGANISATIONS USING CULTURE AND STYLE 608
16.4 HOW LEADERS COPE WITH POWER 614
CASE STUDY 16.3 616
16.5 SUCCESSFUL STRATEGIC LEADERSHIP 618
CRITICAL REFLECTION 621
SUMMARY 622
QUESTIONS 623
FURTHER READING 623
NOTES AND REFERENCES 624
CHAPTER 17 ENTREPRENEURIAL STRATEGY 625
INTRODUCTION 625
CASE STUDY 17.1 626
17.1 ENTREPRENEURIAL STRATEGY: THEORY AND PRACTICE 628
17.2 ENTREPRENEURIAL STRATEGY: PERSONAL ASPECTS AND RISK TAKING 631
CASE STUDY 17.2 635
17.3 THE FOUR DRIVERS OF ENTREPRENEURIAL STRATEGY: IMAGINATION, IDEAS,
INVENTION AND INNOVATION 636
IMAGE 6
CONTENTS
17.4 ENTREPRENEURIAL STRATEGY: COMPETITIVE
ADVANTAGE AND OWNERSHIP 639
CASE STUDY 17.3 641
17.5 IMPLEMENTING ENTREPRENEURIAL STRATEGY 643 CRITICAL REFLECTION 646
SUMMARY 646
QUESTIONS 648
FURTHER READING 648
NOTES AND REFERENCES 649
CHAPTER 18 GOVERNMENT, PUBLIC SECTOR AND NOT-FOR-PROFIT STRATEGIES 650
INTRODUCTION 650
CASE STUDY 18.1 652
18.1 ANALYSING THE STRATEGIC ENVIRONMENT IN PUBLIC SECTOR STRATEGY 654
18.2 ANALYSING RESOURCES IN THE PUBLIC AND NOT-FOR-PROFIT SECTORS 660
CASE STUDY 18.2 665
18.3 EXPLORING THE PURPOSE OF PUBLIC AND NOT-FOR-PROFIT ORGANISATIONS
668
18.4 CONTEXT, CONTENT AND PROCESS IN PUBLIC SECTOR STRATEGY 670
18.5 IMPLEMENTATION IN PUBLIC SECTOR STRATEGY 673 CASE STUDY 18.3 675
CRITICAL REFLECTION 680
SUMMARY 680
QUESTIONS 682
ACKNOWLEDGEMENTS 683
FURTHER READING 683
NOTES AND REFERENCES 683
CHAPTER 19 INTERNATIONAL EXPANSION AND GLOBALISATION STRATEGIES 686
INTRODUCTION 686
CASE STUDY 19.1 687
19.1 INTERNATIONAL EXPANSION AND GLOBALISATION: THEIR MEANING AND
IMPORTANCE 688
CASE STUDY 19.2 693
19.2 WORLD TRADE AND THE INTERNATIONAL EXPANSION STRATEGIES OF COMPANIES
696 19.3 INFLUENCE OF INSTITUTIONS INVOLVED IN INTERNATIONAL TRADE 701
CASE STUDY 19.3 704
19.4 INTERNATIONAL AND GLOBAL EXPANSION STRATEGIES: THE COMPANY
PERSPECTIVE 708 19.5 INTERNATIONAL AND GLOBAL EXPANSION STRATEGIES:
ORGANISATION STRUCTURES 715 19.6 DEVELOPING INTERNATIONAL RELATIONSHIPS
SUCH AS ALLIANCES AND JOINT VENTURES 718 CRITICAL REFLECTION 722
SUMMARY QUESTIONS FURTHER READING NOTES AND REFERENCES
CHAPTER 20 BUILDING A COHESIVE STRATEGY INTRODUCTION CASE STUDY 20.1
20.1 COHESION IN PRESCRIPTIVE AND EMERGENT PROCESSES 20.2 BUILDING A
COHESIVE STRATEGY - A WORKED EXAMPLE
CASE STUDY 20.2 20.3 DEVELOPING THE BUSINESS MODEL 20.4 LONGER-TERM
STRATEGY ISSUES
CASE STUDY 20.3 CRITICAL REFLECTION SUMMARY QUESTIONS
FURTHER READING NOTES AND REFERENCES
PART 6 CASE STUDIES
HOW TO ANALYSE AND PREPARE STRATEGY CASES 1 THREATS AND OPPORTUNITIES
FOR EUROPE S LEADING AIRLINES 2 SABMILLER: SOUTH AFRICA GOES QUIETLY
GLOBAL 3 HEINEKEN: WHAT S THE BEST STRATEGY? BUILD
BRANDS OR ACQUIRE COMPANIES? 4 GLOBAL AUTOMOTIVE VEHICLES - STRATEGY IN
A MATURE MARKET 5 GLOBAL AUTOMOTIVE VEHICLES - THE BATTLE
BETWEEN FORD AND TOYOTA 6 TOYOTA: WHAT IS ITS STRATEGY FOR WORLD
LEADERSHIP?
7 WHAT CAN COMPANIES LEARN FROM CHAINSAW AL ?
8 THE RISE AND FALL OF CEO CARLY FIORINA AT HEWLETT-PACKARD 9 DISASTER
AND RECOVERY: THINKING OUTSIDE THE BOX AT IBM 10 DELL - COMPETITIVE
ADVANTAGE THROUGH
LOW-COST MANUFACTURING AND DISTRIBUTION 11 HOW GALILEO ENDED UP IN
TROUBLE 12 EMERGENT STRATEGY: WHO WILL STOP APPLE S DOMINANCE OF THE
MUSIC DELIVERY BUSINESS?
GLOSSARY NAME INDEX SUBJECT INDEX
722 723 723 724
726
726 727
729
731 736 738 739 742 743
744 745 745 745
748
750 756
761
763
768
772
776
778
784
|
| any_adam_object | 1 |
| author | Lynch, Richard L. |
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| ctrlnum | (OCoLC)699162286 (DE-599)GBV572339852 |
| dewey-full | 658.4/012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 5. ed. |
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| id | DE-604.BV035284655 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T13:27:39Z |
| institution | BVB |
| isbn | 9780273716389 |
| language | English |
| lccn | 2008031521 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017089810 |
| oclc_num | 699162286 |
| open_access_boolean | |
| owner | DE-703 DE-1049 DE-Aug4 DE-188 DE-19 DE-BY-UBM |
| owner_facet | DE-703 DE-1049 DE-Aug4 DE-188 DE-19 DE-BY-UBM |
| physical | XXX, 826 S. Ill., graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | Prentice Hall / Financial Times |
| record_format | marc |
| spellingShingle | Lynch, Richard L. Strategic management Business planning Strategic planning Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4078609-2 (DE-588)4309237-8 (DE-588)4124261-0 |
| title | Strategic management |
| title_auth | Strategic management |
| title_exact_search | Strategic management |
| title_full | Strategic management Richard Lynch |
| title_fullStr | Strategic management Richard Lynch |
| title_full_unstemmed | Strategic management Richard Lynch |
| title_old | Lynch, Richard L. Corporate strategy |
| title_short | Strategic management |
| title_sort | strategic management |
| topic | Business planning Strategic planning Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Business planning Strategic planning Unternehmensplanung Strategische Planung Strategisches Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017089810&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT lynchrichardl strategicmanagement |