Exploring Corporate Strategy: Text and cases

Gerry Johnson; Kevan Scholes

Couverture souple

ISBN 10 : 0273651129 ISBN 13 : 9780273651123

Editeur : Financial Times/ Prentice Hall, 2001

Book by Johnson Gerry Scholes Kevan

Quatrième de couverture :

 Exploring Corporate Strategyis Europe s leading strategy textbook with sales of over 500,000 copies worldwide. This new edition builds on the established strengths of previous editions, whilst substantially updating and re-orientating material to meet the needs of contemporary students and lecturers.  Classic features

• Combines analytic and process views of strategy.
• Heavily informed by research in the field.
• Links theory and practice through over 80 one-page illustrations, 11 chapter end case examples and over 30 case studies.
• Many globally known organisations (e.g. AOL/Time Warner, Honda, Virgin, Madonna, British Airways, BBC, News Corporation, Xerox, BMW, KPMG, Amazon, Glaxo/Smithcline Beecham, Marks and Spencer, Formula One, W.H.Smith).
• Cases and examples from many different sectors and geographical locations including UK, US, Scandinavia, Ireland, Australia, New Zealand, South Africa, Holland, Croatia.
• Impressive additional support for tutors and students including: teacher s manual (course design, work assignment de-briefs, case study teaching notes), CD of text exhibits, companion website (including updates, links and multiple choice questions), videos and the Exploring Strategic Management series of books on: techniques, strategic change, finance and public sector strategy.

 New features:

• Throughout the text, strategy is seen through three complementary 'lenses': 'design' (an analytical approach); 'experience' (builds on cultural, institutional and cognitive schools of thought); 'ideas' (builds on evolutionary and complexity theories).
• Critical commentaries
• at the end of each part of the book encourage students to engage critically with the material, exploring links between chapter topics and developing a more holistic view of strategic issues as viewed through these three lenses.
• Strategies for a fast changing world including hypercompetitive and game theoretic strategies.
• An increased emphasis on knowledge as a basis of competitive advantage.
• A new framework for corporate level strategies.
• A new more integrated approach to issues of structuring: structures, processes, boundaries and relationships.
• A complete chapter on the links between overall strategy and strategies for separate resource areas, people, information, finance and technology.
• Many examples of new economy issues: IT, de-regulation, globalisation and flexible structuring.

Revue de presse :

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 text books.
Andrew Pettigrew, University of Bath, School of Management, 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 7th 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