Exploring corporate strategy ; tex and cases Gerry Johnson, Kevan Scholes.

By:

Johnson, Gerry

Contributor(s):

Scholes, Kevan

Publication details: Delhi Prentice hall of india 1996Edition: third editionDescription: 733PISBN:

8120308794

Subject(s):

DDC classification:

658.401 JOH

Contents:

Ch. 1. Corporate strategy: an introduction -- Ch. 2. Strategic management in practice -- Ch. 3. Analysing the environment -- Ch. 4. Analysing resources and strategic capability -- Ch. 5. Culture and stakeholder expectations -- Ch. 6. Strategic options -- Ch. 7. Strategy evaluation 1: Assessing the suitability of strategies -- Ch. 8. Strategy evaluation 2: Making choices -- Ch. 9. Planning and allocating resources -- Ch. 10. Organisation structure and design -- Ch. 11. Managing strategic change.

Summary: This text covers all the underlying concepts, analytical methods and practical implications of corporate strategy, showing how they can be applied successfully to organizations. It aims to help managers to take decisions about change and to implement change. An LPBB edition is available.

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Holdings
Item type	Current library	Call number	Status	Date due	Barcode
Gratis, Gifts	IIITDM Kurnool	658.401 JOH (Browse shelf(Opens below))	Available		G000126

Ch. 1. Corporate strategy: an introduction -- Ch. 2. Strategic management in practice --
Ch. 3. Analysing the environment --
Ch. 4. Analysing resources and strategic capability --
Ch. 5. Culture and stakeholder expectations --
Ch. 6. Strategic options --
Ch. 7. Strategy evaluation 1: Assessing the suitability of strategies --
Ch. 8. Strategy evaluation 2: Making choices --
Ch. 9. Planning and allocating resources --
Ch. 10. Organisation structure and design --
Ch. 11. Managing strategic change.

This text covers all the underlying concepts, analytical methods and practical implications of corporate strategy, showing how they can be applied successfully to organizations. It aims to help managers to take decisions about change and to implement change. An LPBB edition is available.

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