Strategic Management: Process, Content, and Implementation

Paperback | May 15, 2000

byHugh Macmillan, Mahen Tampoe

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Strategic management forms the core of any business course. The body of literature available has grown rapidly, leading to a tendency for textbooks on the subject to become very large, with authors seeking ever-expanding coverage. This textbook provides a concise alternative to such volumes.Most business students are hoping to derive some usable knowledge from the time they spend on strategic management, besides the academic knowledge to pass their examinations. This text therefore takes practice into account as well as the academic literature, and gives full weight to the real-lifeproblems of implementing strategy. In order to be as accessible as possible, the book includes the following learning aids: Clear division into parts to establish a focus on core aspects of the subject Diagrams which illustrate the overall logic of the subject Summaries of each part in the first chapter of that part Summaries at the end of each chapter Case examples to illustrate the practical impact of the principles described in the text A brief commentary and questions for discussion on each case example A glossary for easy reference to the definitions of special terms

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Strategic management forms the core of any business course. The body of literature available has grown rapidly, leading to a tendency for textbooks on the subject to become very large, with authors seeking ever-expanding coverage. This textbook provides a concise alternative to such volumes.Most business students are hoping to derive...

Hugh Macmillan is at Edinburgh University. Mahen Tampoe is at Henley Management College.

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Format:PaperbackPublished:May 15, 2000Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0198782292

ISBN - 13:9780198782292

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Table of Contents

PART ONE: INTRODUCTION TO STRATEGY AND STRATEGIC MANAGEMENT1. The Structure of this Book2. What is Strategy?3. Schools of Thought on Strategy and Strategic ManagementPART TWO: CONTEXT4. Why Context Matters5. The Diversity of ContextPART THREE: THE STRATEGY FORMULATION PROCESS6. The Strategy Formulation Process Overview7. Strategic Intent8. Strategic Assessment - General Principles9. Strategic Assessment - Analysis of the External Environment10. Strategic Assessment - Analysis of Resources, Capabilities, Competencies11. Strategic Choice12. Analytical Tools to Support the Strategy Formulation ProcessPART FOUR: STRATEGY CONTENT13. Strategy Content - Overview14. Business Strategies15. Corporate StrategyPART FIVE: THE STRATEGY IMPLEMENTATION PROCESS16. Implementing Strategy: Realizing Strategic Intent17. Implementing Strategy: Leading Strategic Change18. Implementing Strategy: Managing the Change Programme19. Changing Business Processes20. Building the Culture for Successful Strategy Implementation21. Implementing Strategy: Managing Structural Change22. Adaptability: A Strategic CapabilityPART SIX: CASE EXAMPLES23. Introduction to case examples24. ICL: The Crisis of 198125. Nolan, Norton and Company Inc. in 1985-726. BMW in 1999: Victim of Poor Strategy or Poor Implementation27. Hard Times for Marks and Spencer28. Strategy Implementation in the Intervention Board for Agricultural ProduceGlossaryBibliographyIndex

Editorial Reviews

`Nicely balanced. Good introduction. Good on content.'P L Jennings, Senior Lecturer, Loughborough University