Intro -- Table of Contents -- CHAPTER 1 -- CHAPTER 2 -- CHAPTER 3 -- CHAPTER 4 -- CHAPTER 5 -- CHAPTER 6 -- CHAPTER 7 -- CHAPTER 8 -- CHAPTER 9 -- CHAPTER 10 -- CHAPTER 11 -- CHAPTER 12 -- CHAPTER 13 -- CHAPTER 14 -- CHAPTER 15 -- CHAPTER 16 -- CHAPTER 17 -- CHAPTER 18 -- CHAPTER 19 -- CHAPTER 20

Looks at the process by which leaders, as entrepreneurs and strategists, attempt to build and craft the skill-bases of their firms to best create long-term value for their customers. This book examines the foundations of resource-based approaches to management and strategic thinking, and also...

This issue contains an outstanding collectionof current thinking and research on therelationships between strategic humanresource management and organizationalperformance. I should like to thankNorma D'Annunzio-Green, Gillian Maxwelland Sandra Watson for their vision for thisissue and for...

Over the past decade, understanding, identifying, and strategic management oforganizational knowledge resource has become a competitive necessity. Microsoft,whose asset value is one fifth of General Motors, commands a market value tentimes as big as that of General Motors

Fahey provides a first look at the methodology that a few cutting-edge companies are using todefend themselves against the possibility that emergent competitors - for example, a start up or aventure with roots in another industry - could offer a radically better business proposition

A fresh and thorough examination of competitive marketing strategy. This new introductory text highlights the importance of adopting new marketing practices to reap most benefit from the business opportunities of the twenty-first century

Welcome to this special edition of the International Journal of Productivity and Performance Management. In this issue we have assembled five papers that look at how performance management methods can be applied to the management of an organisation's pursuit of a strategy.Previously published...

This is a one-stop guide to the world's most influential writers on marketing. It summarises all the key concepts, theories and frameworks as well as the contribution of most of the world's leading experts

Too often there are serious missed signals between a company's stated goals and the methods employed to try to reach them. Translating Strategy into Shareholder Value is a unique look at how the planning process relates to the achievement of shareholder value, and ways to ensure that the two...

Surprise is rarely a good thing in business. Unexpected developments range in their effects from inconvenient to disastrous. To avoid being blindsided, companies must develop a Competitive Early Warning system, or CEW, which combines strategic planning, competitive intelligence, and management...