Principles of Strategic ManagementNow published in its Third Edition, Principles of Strategic Management by Tony Morden is a proven textbook that offers a comprehensive introduction to the study and practice of strategic management. This new edition covers the fundamentals of strategic analysis and planning, strategy formulation, strategic choice, and strategy implementation. It contains new material on leadership and corporate governance, and on the strategic management of time, risk, and performance. There is a new chapter on the key issue of crisis and business continuity management. The book retains the strong international flavour of its predecessors. The book is constructed in sharply focused Parts and Chapters. The text is then broken down into accessible Sections. The presentation is clear and reader-friendly. Principles of Strategic Management is ideal for use on undergraduate, conversion masters, and MBA courses in business and management. Its reader-friendly approach also makes it suitable for block-release type courses, distance-learning programmes, self-directed study, in-company training, and continuing personal professional development. |
Contents
of Competitive | |
STRATEGIC MANAGEMENT OF TIME AND CRISIS MANAGEMENT | |
The Concepts of Mission Objective and Strategy | |
Business Ethics Environmentalism and Social Responsibility | |
Financial Strategy and Management | |
The Strategic Management of Knowledge Technology and Innovation | |
Core Competencies 21 Resource Stretch and Leverage | |
Competition Strategy BUSINESS STRATEGIES | |
Volume and CostBased Strategies | |
Differentiated Focus and Niche Strategies | |
Brands Reputation and Corporate Identity | |
ProductMarket Development Strategies | |
Business Development Strategies and Strategic Alliances | |
Strategy Formulation Governance and Strategic DecisionMaking | |
Planning Style and Strategy | |
Performance Evaluation Performance Management and Excellence | |
Deviations on a Normal Curve | |
Leadership and Strategy | |
STRATEGY CHOICE AND IMPLEMENTATION | |
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Common terms and phrases
achieve activities analyzed in Chapter Asea Brown Boveri balanced scorecard behaviour benchmarks business development strategies capability capacity capital Chapter 19 characterized comparative advantage competition strategy competitive advantage competitors concept context core competencies corporate identity cost critical success factors culture de-integrated value chain decisions defined degree described in Chapter differentiation enterprise management environmental equifinal established ethical evaluation example external environment forecasting Hamel and Prahalad identify implementation innovation instance integration investment issues knowledge management leader leadership manufacturing market share Morden objectives operational organization organizational outcomes partnership performance position potential power distance process of strategic product or service product-market relationship architecture relative reputation responsibility risk sector segment shareholders Six Sigma social sources of competitive stakeholders strategic alliances strategic choice strategic decision-making strategic intent strategic management strategy formulation structure suppliers supply chain management synergy tacit knowledge variables