Isbn: 9781848442405 - strategy making in a crisis: from analysis to imagination (14 risultati)

Condizione: Good. Your purchase helps support Sri Lankan Children's Charity 'The Rainbow Centre'. Ex-library, so some stamps and wear, but in good overall condition. Our donations to The Rainbow Centre have helped provide an education and a safe haven to hundreds of children who live in appalling conditions.…

Condizione: new.

Condizione: New. pp. vi + 232 Illus.

HRD. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

Condizione: New. 2010. Hardcover. . . . . .

Condizione: New. In English.

Condizione: New. pp. vi + 232.

Hardcover. Condizione: Brand New. 240 pages. 9.29x6.30x0.71 inches. In Stock.

Hardback. Condizione: New. Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis. In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making. Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach - which is deductive and integrates management theories using social science literature - and methodology.…

Hardcover. Condizione: new. Hardcover. Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis. In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making. Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach - which is deductive and integrates management theories using social science literature - and methodology. Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Condizione: New. 2010. Hardcover. . . . . . Books ship from the US and Ireland.

Hardcover. Condizione: gut. Strategy Making in a Crisis: From Analysis to Imagination In englischer Sprache. pages.

Hardback. Condizione: New. Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis. In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making. Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach - which is deductive and integrates management theories using social science literature - and methodology.…

Hardcover. Condizione: new. Hardcover. Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis. In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making. Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach - which is deductive and integrates management theories using social science literature - and methodology. Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.…