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Over 600,000 students worldwide have used this best-selling book to understand and explore strategic management through their academic and professional careers.
Exploring Corporate Strategy has established a reputation as a pre-eminent textbook in its field, based upon the expertise of authorship, range of cases, depth of commentary and wealth of supporting resources.
The seventh edition builds on these strengths with the introduction of a new author, Richard Whittington. The enhanced coverage of international strategy and the resource-based view, as well as improved visual presentation ensure that this book continues to lead the way in exploring strategic management.
'Exploring Corporate Strategy is one of the outstanding texts in international management education. It combines clarity of structure and presentation with topical and enduring examples. It also has a depth of synthesis and critical reflection based on relevant research which is rare in textbooks.'
Andrew Pettigrew, Bath University Business School, United Kingdom
'Exploring Corporate Strategy is strong at integrating theory and practice ... has an international perspective both in its theoretical coverage and its empirical illustrations and cases ... is comprehensive and easy to combine with further theoretical readings.'
Leif Melin, Jonkoping International Business School, Sweden
'The seventh edition of this textbook offers yet another step in improvement both in the area of student support and its overall coverage. In particular the website is easily accessible,user friendly and provides a range of supplementary resources to engage and reinforce students' understanding of this complex area of study.'
John Toth, Leeds Business School, Leeds Metropolitan University, United Kingdom
'Exploring Corporate Strategy strikes a balance because it provides sound methodology and analysis, cleverly combined with a well-reasoned introduction to more contemporary paradigms. Thoughtful use of figures and tables provides clarity for students; the detailed cases are ideal for teaching purposes.'
Gerard Betros, University of Southern Queensland, Australia
|Ch. 1||Introducing strategy||5|
|Commentary on part I : strategy lenses||41|
|Pt. II||The strategic position||59|
|Ch. 2||The environment||63|
|Ch. 3||Strategic capability||115|
|Ch. 4||Expectations and purposes||163|
|Commentary on part II : coping with complexity : the 'business idea'||223|
|Pt. III||Strategic choices||233|
|Ch. 5||Business-level strategy||239|
|Ch. 6||Corporate-level and international strategy||279|
|Ch. 7||Directions and methods of development||339|
|Commentary on part III : strategy selection||383|
|Pt. IV||Strategy into action||391|
|Ch. 8||Organising for success||395|
|Ch. 9||Enabling success||445|
|Ch. 10||Managing strategic change||503|
|Commentary on part IV : strategy into action||551|
|Pt. V||How strategy develops||559|
|Ch. 11||Understanding strategy development||563|
|Commentary on part V : strategy development in organisations||603|