ISBN : 9782924651650
Year of publication : 2018
Nombre de pages : 386
Langue : Anglais#French</trp-gettext#!trpEnglish#
Where General Motors, Sears and IBM lost ground, Toyota, Walmart and Apple gained. History is full of examples of companies that either failed to keep up with the competition, or succeeded in doing so, but were unable to maintain the pace afterwards. As a business student, you're probably interested to know why some companies succeed while others fail. What lies behind Google's astonishing success as a search engine, and why is Yahoo no longer a dominant player in the same industry? How does a firm like Walmart manage to become a leader and maintain its position, when other players in the same industry, such as Target Canada and Sears Canada, have gone out of business? Various sections of this manual provide detailed answers to these and similar questions. But we can give you a summary answer right now: successful companies strategically manage their resources and their environment: they don't just manage (or deploy) their internal resources with the competition in mind, but also proactively manage their industry or the competitive environment itself.
In this handbook on strategic management, we look at how senior management needs to understand the issues that are emerging in the business environment, and how it needs to adapt its strategic capabilities to establish the company's competitive advantage to ensure its long-term prosperity.
There are other abstracts on the same subject, but this one stands out for its richness and the sections it contains. Here are just a few of its special features:
Johanne Queenton is a professor of management at the Université de Sherbrooke. After years as a manager in the private sector and in federal and provincial public administration, she obtained a doctorate in administration from UQÀM in 2005. Her main area of specialization is the strategic management of innovation. Her research interests include the measurement of innovation risk, the development of innovation strategies and the establishment of a culture of innovation in private and public organizations. She teaches the many facets of modern strategic management at various university levels.
Philip L. Grenon has been teaching management at Université Laval since 1986. He holds a bachelor's degree in business administration, a bachelor's degree in social sciences and an M.B.A. in management from Université Laval. Since the early 1980s, he has also acted as a strategy and management consultant to private and public companies. His main area of specialization is strategic management.
Raghavan Parthasarthy teaches at the Zicklin School of Business, Baruch College (City University of New York), where he also received his PhD in 1991. He has focused his research and writing on corporate strategy, competitive strategy and the strategic management of technology and innovation. He is also a senior associate of the Strategy Consulting Group.
