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Understanding business strategy = co...

Iruthayasamy, Lourdesamy.

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Understanding business strategy = confusion and consensus /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Understanding business strategy/ by Lourdesamy Iruthayasamy.
Reminder of title:	confusion and consensus /
Author:	Iruthayasamy, Lourdesamy.
Published:	Singapore :Springer Singapore : : 2021.,
Description:	xii, 128 p. :ill., digital ;24 cm.
[NT 15003449]:	Chapter 1: What is Business Strategy? -- Chapter 2: Strategy Making and Implementing -- Chapter 3: The I/O Model -- Chapter 4: The Resource - Based View -- Chapter 5: The Third Leg of Strategy -- Chapter 6: Blue Ocean versus Red Ocean Concluding Thoughts.
Contained By:	Springer Nature eBook
Subject:	Strategic planning. -
Online resource:	https://doi.org/10.1007/978-981-33-6542-1
ISBN:	9789813365421

Understanding business strategy = confusion and consensus /
Iruthayasamy, Lourdesamy.

Understanding business strategyconfusion and consensus /[electronic resource] :by Lourdesamy Iruthayasamy. - Singapore :Springer Singapore :2021. - xii, 128 p. :ill., digital ;24 cm.

Chapter 1: What is Business Strategy? -- Chapter 2: Strategy Making and Implementing -- Chapter 3: The I/O Model -- Chapter 4: The Resource - Based View -- Chapter 5: The Third Leg of Strategy -- Chapter 6: Blue Ocean versus Red Ocean Concluding Thoughts.

This book cuts through the strategy verbiage to get to the fundamentals of business strategy-its meaning, formulation, and implementation. Challenges to understanding strategy are examined, including institutions and national culture. Strategy theories are not just explained but assessed in terms of their validity, limitations, and applicability across countries, cultures, and organisations. The thinking and works of major strategists like Ohmae, Mintzberg, Porter, Rumelt, Barney, Prahalad, Hamel, Peng, Kim, and Mauborgne are reviewed in the context of strategic thinking, strategy formulation, and strategy implementation. The confusion and consensus in strategy are highlighted. While not prescriptive in terms of telling the corporate leader how to formulate strategy, for there is no one best strategy or one best way to formulate strategy, the book does identify broad approaches to corporate strategy formulation and implementation and the underlying principles. To this extent, corporate leaders and students and instructors of business and management will find the book informative and instructive.

ISBN: 9789813365421

Standard No.: 10.1007/978-981-33-6542-1doiSubjects--Topical Terms:

528149
Strategic planning.

LC Class. No.: HD30.28

Dewey Class. No.: 658.4012

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300 $a xii, 128 p. : $b ill., digital ; $c 24 cm.
505 0 $a Chapter 1: What is Business Strategy? -- Chapter 2: Strategy Making and Implementing -- Chapter 3: The I/O Model -- Chapter 4: The Resource - Based View -- Chapter 5: The Third Leg of Strategy -- Chapter 6: Blue Ocean versus Red Ocean Concluding Thoughts.
520 $a This book cuts through the strategy verbiage to get to the fundamentals of business strategy-its meaning, formulation, and implementation. Challenges to understanding strategy are examined, including institutions and national culture. Strategy theories are not just explained but assessed in terms of their validity, limitations, and applicability across countries, cultures, and organisations. The thinking and works of major strategists like Ohmae, Mintzberg, Porter, Rumelt, Barney, Prahalad, Hamel, Peng, Kim, and Mauborgne are reviewed in the context of strategic thinking, strategy formulation, and strategy implementation. The confusion and consensus in strategy are highlighted. While not prescriptive in terms of telling the corporate leader how to formulate strategy, for there is no one best strategy or one best way to formulate strategy, the book does identify broad approaches to corporate strategy formulation and implementation and the underlying principles. To this extent, corporate leaders and students and instructors of business and management will find the book informative and instructive.
650 0 $a Strategic planning. $3 528149
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