A major textbook on strategic management which not only deals fully with the theoretical aspects of corporate planning, but also provides practical guidance on implementation. Now completely revised and updated this book is particularly suitable for the student or manager who needs to relate strategic thinking to current practice. The format has been enlarged and the interior of the book re-designed.
The fourth edition treats both analytical and behavioural aspects of planning in depth. Strategic analysis is covered in particular detail, with examples reporting proven - and often original - applications of these theories. Six major case studies have been added to illustrate the application of strategic management theory in practice and a chapter discusses the impact of new approaches to strategy. With comprehensive reference lists, and a guide to research resources, this volume will prove invaluable to researchers and advanced students as well as to the practising manager.
A lecturer's resource is available on the BH website which contains a Powerpoint presentation, additional case studies and notes and exercises for seminar use. Details are available by emailing email@example.com
'a highly commendable piece of work, a true compendium for the practitioner and student of planning.' - Journal of Strategic Change (review of the third edition)
'It is a superior book in many ways to existing leading textbooks on strategic management. The concern with moving from theory to practice will be very appealing to an increasingly sophisticated management readership.'
Professor Paul Joyce, University of North London
'It is one of the few books that is both conceptually sound, covering as it does the latest contemporary strategic thinking and developments, plus the appropriate attention to the application and implementation of strategic change, an area so often either ignored or treated superficially. The fourth edition will be essential reading…'
Professor Graham Beaver, MBA Director, Nottingham Business School
'Comprehensive, well-researched and penetrating.'
David Campbell, Lecturer in Strategic Management, Newcastle Business School
Professor Adrian Woods, Dean of Social Sciences, Brunel University
Introduction; Part 1 The concept and the need; from planning to strategic management and beyond; strategic management: success or failure?; a look at the total process; Part 2 The changing environment; the challenge of the future; the environment: assumptions in planning; forecasting; techniques for assessing the environment; business philosophy (ethics and morality) and strategic management; Part 3 The making of strategy; the corporate appraisal - assessing strengths and weaknesses; analysing the industry and competitors; analysing the UK management development and training industry: a case history; the search for shareholder value; vision and objectives; strategic
portfolio analysis; portfolio analysis in practice; strategic planning - a second look at the basic options; multi-national and global strategy; technology and manufacturing; financial planning; strategic planning for human resources; preparing the strategic plan; evaluating a business plan; operating plans; Part 4 Implementation and the management of change; project planning and appraisal; from plans to actions; management of change; Part 5 Introducing strategic management to an organisation; introducing strategic management; why planning sometimes fails; strategic management to strategic change; Case studies; Index.