Increasing business competition is compelling managers not only to develop realistic and achievable strategies but also to analyze goals in financial terms and to evaluate performance. Whether in man
This book examines historical evidence for the success and failure of strategic decisions over the last thirty years, and considers why there are so many strategic moves which are subsequently reverse
Annual Plant Reviews, Volume 10The cytoskeleton is a dynamic filamentous structure composed of at least actin and microtubule networks. Actin and microtubules are no different structurally from their
This book provides a comprehensive guide for marketing and planning practitioners, managers and management consultants to enable them to improve the competitor information and intelligence available t
"This book is written by authors who clearly understand the challenges facing all who seek to understand and apply international standards. I recommend it to you."—From the Foreword by Sir David
These annual volumes offer a critical review of best practice and developments in strategic management and, collectively, will provide an authoritative survey of the entire field. Each volume reflects
This volume is part of an annual series which reviews progress and development in the field of strategic management. Focusing on the theme of leadership, the text examines the modern conception of vis
Competitor Intelligence Turning Analysis into Success David Hussey and Per Jenster The seminal work of Michael Porter in the 1980s provided a conceptual basis to competitor analysis which has stood th
Strategy is all very well, but forget the human side of the business and your plans are destined for failure. Yet human resource management (HRM) has traditionally focused on administrative functions
This is the third volume of the "International Review of Strategic Management" and ocntinues to follow the objective of the series, which is to produce an annual critical review of developments and be
The implementation of appropriate strategies remains one of the most difficult areas of management. Considerable thought, energy and resources is given over to devising a strategic plan; and it is to
Creativity and innovation are not the same thing. In most organizations there are many good creative ideas that never move into the action phase, and, therefore, do not become innovations. Both creati
