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Strategy making in a crisis :from an...

Gibbert, Michael.

Strategy making in a crisis :from analysis to imagination /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.4012
書名/作者:	Strategy making in a crisis : : from analysis to imagination // Michael Gibbert.
作者:	Gibbert, Michael.
出版者:	Cheltenham ; : Edward Elgar,, c2010.
面頁冊數:	vi, 232 p. : : ill. ;; 24 cm.
標題:	Strategic planning.
標題:	Business planning.
標題:	Crisis management.
ISBN:	9781848442405 (hbk.) :
ISBN:	1848442408 (hbk.)
書目註:	Includes bibliographical references (p. 207-221) and index.
摘要、提要註:	"Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis." "In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making." "Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach - which is deductive and integrates management theories using social science literature - and methodology."--BOOK JACKET.

Strategy making in a crisis :from analysis to imagination /
Gibbert, Michael.

Strategy making in a crisis :from analysis to imagination /Michael Gibbert. - Cheltenham ;Edward Elgar,c2010. - vi, 232 p. :ill. ;24 cm.

Includes bibliographical references (p. 207-221) and index.

"Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis." "In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making." "Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach - which is deductive and integrates management theories using social science literature - and methodology."--BOOK JACKET.

ISBN: 9781848442405 (hbk.) :NTD 3,230

LCCN: 2009938397

Nat. Bib. No.: GBA9B1897bnb

Nat. Bib. Agency Control No.: 015422214UkSubjects--Topical Terms:

172371
Strategic planning.

LC Class. No.: HD30.28 / .G524 2010

Dewey Class. No.: 658.4012

Strategy making in a crisis :from analysis to imagination /
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245 1 0 $a Strategy making in a crisis : $b from analysis to imagination / $c Michael Gibbert.
260 $a Cheltenham ; $a Northampton, MA : $b Edward Elgar, $c c2010.
300 $a vi, 232 p. : $b ill. ; $c 24 cm.
504 $a Includes bibliographical references (p. 207-221) and index.
520 1 $a "Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis." "In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making." "Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach - which is deductive and integrates management theories using social science literature - and methodology."--BOOK JACKET.
650 0 $a Strategic planning. $3 172371
650 0 $a Business planning. $3 337897
650 0 $a Crisis management. $3 184593