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Strategic Management - Creating Value in Turbulent Times
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  • Wiley

More About This Title Strategic Management - Creating Value in Turbulent Times

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Peter FitzRoy is a Professor in the MBA Program at Monash University in Melbourne, Australia where he has taught Strategic Management for several years. He has held appointments at a number of institutions including Columbian University, the University of Illinois, the Manchester Business School,  the Wharton school of the University of Pennsylvania, the University of Waterloo, and Purdue University. He also has extensive experience in lecturing on management development programs in Asia, Australia, the United Kingdom and the Unites States. he is actively involved in the Strategic Management Society, and has served for may years on the editorial board of the Strategic Management Journal.

James (Mac) Hulbert is the R. C. Kopf Professor Emeritus at the Graduate School of Business, Columbia University. He has taught or held visiting positions at the Fundacao Joao Pinheiro (Brazil), Henley Management College, the London Business School, Peking University, and UCLA among others. he has also taught on executive development programs in Europe, South America, North America, the Middle East, Africa, and Asia. He has worked as a consultant with numerous global companies including Monsanto, 3M, IBM, General Electric, Chase Manhattan Bank, BASF, Ericsson, BHP Billiton, ICI, Unilever, and Visa International. His research interests are strategy and planning, which have resulted in several published books and mi,numerous articles in the Strategic Management Journal, Sloan Management Review, California Management Review, European Management Journal among Others.

  • English

English

Chapter 1. Managing Strategically.

Chapter 2. The Fundamentals of Strategic Management.

Chapter 3. The Competitive Environment.

Chapter 4. Financial Markets.

Chapter 5. Internal Analysis: Managing Competences, Costs and Knowledge.

Chapter 6. Creating Future Direction.

Chapter 7. Business Level Strategy.

Chapter 8. Corporate Level Strategy.

Chapter 9. Managing Innovation and the Dynamic Scope of the Firm.

Chapter 10. Leading Organizational Change.

Chapter 11. Designing Organizational Architecture.

Chapter 12. Measuring Organizational Performance.

Chapter 13. Corporate Governance.

Chapter 14. Strategic Management in Transition.

Glossary.

Index.

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