The Strategic Decision Challenge. Wiley Series in Contemporary Strategic Concerns

  • ID: 2212111
  • Book
  • 264 Pages
  • John Wiley and Sons Ltd
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The Strategic Decision Challenge edited by David Hussey A sound base in analysis and method is a cornerstone to achieving a successful business strategy. With the benefit of hindsight is it possible to see that for decades many organizations have not achieved the degree of success which they sought in their strategic moves. This book seeks to give insights into this important area and to build bridges to other sources of information. The historical evidence for the success and failure of strategic decisions over the last thirty years is examined, along with consideration for why so many strategic moves are subsequently reversed. Possible causes are explored, and a close examination is made of issues of misperceptions of the business environment, poor analysis and lack of creative thinking. Many aspects of improving strategic decisions are also dealt with. A glossary of techniques for strategic analysis is also included. Following on from previous volumes in the series, this book brings together international contributions to identify the third ′pillar′ of creating a successful business strategy, namely, the strategic decision challenge. The Strategic Decision Challenge is the third volume in the Wiley Series in Contemporary Strategic Concerns. Previously published in the series are The Implementation Challenge and The Innovation Challenge.
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Strategic Management: Past Experiences and Future Directions (D. Hussey).

Deregulation and the Pied Piper Approach to Diversification (E. Boyle).

Competitive Strategies through Sun Tze′s Art of Warfare (S. Ho).

A Model of Strategy Decision Making (G. Greenley).

The Emphasis on Value Based Strategic Management in UK Companies (S. Handler).

The Paradox of Competitive Advantage (F. Winfrey, et al.).

The Noble Art and Practice of Industry Analysis (P. Jenster & P. Barklin).

Strategic Analysis for an Information Business––A Case Study (S. Crawshaw).

The Company as a Cognitive System of Core Competences and Strategic Business Units (H. Hinterhuber, et al.).

Management Efficiency Improvement Strategy and its Applications (S. Yahagi).

Strategic Guidelines for Outsourcing Decisions (D. Jennings).

Strategic Alliances in the Airline Industry (W. Hall & D. Eppink).

Managerial Preferences in International Merger and Acquisition Partners (S. Cartwright, et al.).

Glossary of Techniques for Strategic Analysis (D. Hussey).

Addresses of Contributors.

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About the author David Hussey is visiting professor in strategic management at Nottingham Business School, Nottingham Trent University, and an author and consultant linked to the global CIMID SA organization. He was with the Harbridge House Inc organization for nearly twenty years, and for most of them was managing director for the European consulting and management development activities. His consulting skills in strategic management and HR drew upon his experience in industry in marketing research, strategic planning and HRM. He was one of the founders of the Society of Strategic Planning, and is a director of the Japan Strategic Management Society. David Hussey is author of Business Driven Human Resource Management (Wiley, 1996) and editor of Rethinking Strategic Management (Wiley, 1995), The Implementation Challenge (Wiley, 1996) and The Innovation Challenge (Wiley, 1997). He is editor of the Journal of Strategic Change and of Croner′s Journal of Professional HRM. His consulting and educational work has taken him to many parts of Europe, North America, Africa and Asia Pacific.
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