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Our payment security system encrypts your information during transmission. We don’t share your credit card details with third-party sellers, and we don’t sell your information to others. Please try again.Please try again.Please try again. Please try your request again later. Offers complete coverage of the field of strategic management. Incorporates new ideas on strategy topics from leading scholars in the field. Edited by three of the World's leading management academics. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. The scope and depth of its 25 chapters show how much the field has evolved during the last twenty years. The material is organized in a logical and easily accessible way with lots of references for those who want to further explore a subject. The scope and thoroughness of the contributions are exceptional. The handbook should be required reading for all Ph.D students in strategic management.It provides original contributions from top strategic management scholars rather than pure research reviews or collections of previously published articles. In the original chapters provided by these outstanding strategic management scholars, major ideas and theories relating to their particular areas of expertise are presented. The contributors examine the background on their topic through their own lenses, whilst also introducing new ideas that will influence the future of research in the field. The Handbook is structured into five sections looking at the strategic management process, the theoretical foundations of the field, various types of strategy, human factors, and teaching methods. As a whole, the volume will serve as a critical reference tool for students, scholars and professional managers. It provides original contributions from top strategic management scholars rather than pure research reviews or collections of previously published articles.
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As a whole, the volume will serve as a critical reference tool for students, scholars and professional managers. He has received awards from the American Society of Competitiveness for Outstanding Academic Contributions (1996) and Outstanding Intellectual Contributions (1997) to Competitiveness. R. Edward Freeman is the Elis and Signe Professor of Business Administration, University of Virginia. He has authored and co-authored numerous books and articles. He has received teaching awards at Wharton, Minnesota, and Darden, and research awards from the International Association of Business and Society, and the Social Issues Division of the Academy of Management. He serves on the editorial boards of Business Ethics Quarterly, Business and Society, and others. Jeffrey S. Harrison is at Cornell University. His work has been published widely in prestigious academic journals, and he is the co-author of several books, including the successful strategic management text, Strategic Management of Organizations and Stakeholders (Second Edition, 1998). He serves on the editorial review boards of the Academy of Management Journal and Academy of Management Executive. Full content visible, double tap to read brief content. Videos Help others learn more about this product by uploading a video. Upload video To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzes reviews to verify trustworthiness. Please try again later. MBA Prospect 5.0 out of 5 stars You are buying classic. Please, don't rate classic based on your preconceived notions of your world. There are other titles from the same or similar author with more current examples and definitions, but this book changed the debate about the firm in strategic management. So, I am glad it has been kept with its 1984 format mostly.
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More importantly, I am also glad that it helped to change things about the view of the firm.Muy bueno excelente presentacion. Tema interesanteIt should be required reading for every manager and MBA student. When Freeman wrote the book, stakeholder thinking was still rather new and unusual - at least in its explicit form -, while it is now, thanks in large part to Freeman, widely accepted. The book is, like many management books, relevant both to academic research and to day-to-day business. But, unlike many management books, this publications can actually be read both by academics and by managers, which may explain in part its impact. Thje book makes clear that strategy, especially in the stakeholder-form, requires a proper understanding of both ethics and systems thinking. It should at least make the reader think about both.The book is quite theoretical and some of the examples show that it was written a long time ago, but it is a must read for those interested in going back to the sources of today's Corporate Social Responsibility ideas.If you look at them for the structure of the problem and the solution you should be fine.Although old, the book is still awesome and contains great information. A must for anyone who works with people.Freeman pays no attention to the laws that govern society e.g. property rights, and the laws in place to address problems that arise. His research methodology lacks any form of mathematical rigor that is available to analyze trends and therefore eliminate bias.Well written and well organized. Definitely needed in the field. (And you certainly met the goals expressed in the introduction of the book.) Sincere thanks for saving me hours, for distilling some messiness, and for providing a navigable launch pad for those interested in applying new theories. Your book will never leave my shelf.
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Sincerely, PhD CandidateOnly issue I had was that I purchased it on kindle and there were no page numbers, which for an academic book I think is somewhat poor. I had to get the page numbers through Google Books.Leider wurden in der kindle Edition die Seitenzahlen weggelassen. So ist es unmoglich, aus dem Buch zu zitieren. Deshalb muss ich es leider zuruckgeben und kann es niemandem empfehlen, der daraus ein Zitat fur eine Projektarbeit braucht. Das Buch an sich ist naturlich ein etabliertes Standardwerk und hatte ohne Zweifel funf Sterne verdient.Ademas el costo beneficio es inmejorable.Great book for any business to gain insight into why understanding and talking to stakeholders is so crucially important nowadays.I think the author could have included more practical cases. Edited by three of the World's leading management academics. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. Show details. Ships from and sold by Amazon.com. Register a free business account The scope and depth of its 25 chapters show how much the field has evolved during the last twenty years. Offers complete coverage ofIncorporates new ideas on strategyEdited by three of theIt summarises the latest academic thinking on a number of issuesThis is must reading for every serious scholar in strategicThe scope and depth of itsThis Handbook will age wellThe handbookAnd it willHe has received awards from the American Society ofHe has received teachingHis work has been published widely in prestigiousHe serves on the editorial review boards of the Academy. Would you like to change to the site? This is a dummy description.This is a dummy description.This is a dummy description.This is a dummy description.Offers complete coverage of the field of strategic management. Edited by three of the World's leading management academics.
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He has received awards from the American Society of Competitiveness for Outstanding Academic Contributions (1996) and Outstanding Intellectual Contributions (1997) to Competitiveness. R. Edward Freeman is the Elis and Signe Professor of Business Administration, University of Virginia. He serves on the editorial review boards of the Academy of Management Journal and Academy of Management Executive. The scope and depth of its 25 chapters show how much the field has evolved during the last twenty years. The handbook should be required reading for all Ph.D students in strategic management.Incorporates new ideas on strategy topics from leading scholars in the field. Structured into five sections looking at the strategic management process, the theoretical foundations of the field, various types of strategy, human factors, and teaching methods. Edited by three of the world's leading management academics. Serves as a critical reference tool for students, scholars and professional managers. Request full-text PDF Citations (0) References (0) ResearchGate has not been able to resolve any citations for this publication. ResearchGate has not been able to resolve any references for this publication. Recommended publications Discover more about: Strategic Management Book Handbook of research on international strategic management January 2012 Alain Verbeke H. Merchant Leading thinkers about the multinational enterprise offer both concise syntheses and critical reflections of the state of the art on international strategic management research. Read more Looking for the full-text. You can request the full-text of this article directly from the authors on ResearchGate. Request full-text Already a member. Log in ResearchGate iOS App Get it from the App Store now.
Install Keep up with your stats and more Access scientific knowledge from anywhere or Discover by subject area Recruit researchers Join for free Login Email Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password. Keep me logged in Log in or Continue with LinkedIn Continue with Google Welcome back. Keep me logged in Log in or Continue with LinkedIn Continue with Google No account. All rights reserved. Terms Privacy Copyright Imprint. Intressentteorin som finns till for att uppna denna balans bestar av sju karaktaristiska drag (Hitt et al 2001)... Av vikt ar att kunna tillfredstalla samtliga intressenter samtidigt. Det innebar inte att alla intressenter vinner pa foretagets agerande vid alla tillfallen men pa sikt ska alla tjana pa det (Hitt et al 2001)... I modellen for ansvarsfullt foretagande och dess forsta fas framkommer vikten av att identifiera vilka intressenter som ar av vikt idag och i framtiden (CSR 2008). Intressentteorin poangterar att alla foretagets verkliga och reella intressenter ska inkluderas sa att inga marginaliseras eller ignoreras, da alla har ett intresse i foretagets framgang (Hitt et al 2001). De intressenter som de olika bankerna har fokus pa i var undersokning ar framst aktieagarna vilket visar sig nar de pratar om att deras framsta mal t.ex.. Bankernas roll i ett hallbart samhalle: om bankers CSR-arbete Article Jan 2008 Daniel Sachs Camilla Lundgren View. As software development projects adapt to changing circumstances, management of those projects must also adapt. One of the key skills in project management, therefore, is to be flexible and to adapt to any situation... Again, a project is developed in a dynamic organizational environment. What was perceived as a need a year ago when the original goals and scope were defined may not be what is needed now.. Existing Software Stakeholder Practices an Overview Article Full-text available Sep 2014 Smiju Sudevan M. Bhasi K. V.
Pramod Software technology is an everchanging and dynamic science. As in other spheres, here too, despite the vast extent of interactive and participatory software practice and theory, there is still little shared understanding amongst those involved. The success of a software project is directly affected by the lack of understanding and estimating stakeholder's needs and expectations along with lack of effective communication amongst the software stakeholders. The following paper aims to understand the existing software stakeholder management techniques in IT industry. This will further help in dealing with unforeseen circumstances and potential risks. View Show abstract. However, the EHR and supporting information systems contain the potential to incorporate patient workflows and tasks as well. Integrating patient needs into existing EHR and health management systems will require understanding of patients as direct stakeholders, necessitating observation and exploration of in situ EHR use by patients to envision new opportunities for future systems. In this paper, we describe the application of a theoretical framework (Vicente, 1999) to organize qualitative data during a multi-stage research study into patient engagement with EHRs. By using this method of systematic inquiry, we have more effectively elicited patient stakeholder needs and goals to inform the design of future health care information systems. View Show abstract.Here the theory underlying Interfirm collaborationThus, stakeholders are individuals or institutions who stand to gain or. The Challenges of Quality Assurance in Private Higher Education Institutions in South Africa Article Full-text available Sep 2013 Jacqueline Baumgardt Mapheleba Lekhetho Private providers operate in a complex educational environment in South Africa, which makes quality assurance cumbersome.
The education authorities have gradually recognised that private providers have a valuable role to play in the provision of education and training in South Africa and the need to create a more enabling regulatory environment for private providers. To probe the views of stakeholders on the quality assurance challenges they face, the study adopted a mixed methods design collecting data from 93 research participants consisting of accreditation managers, the CEOs of professional bodies, the managers of quality assurance bodies and the Skills Universe Forum using online surveys and focus group discussion. The findings show that the majority of participants supported quality assurance mechanisms as they ensure delivery of quality education and training. However, some stakeholders are critical of the current complex regulatory framework. Hence, there is a call for a more streamlined system with a centralised oversight body, greater stakeholder consultation, less political interference and a deeper appreciation for the contribution that private providers make to education in South Africa. The structure of these companies is multi-layered. It is based on coordination of the work of individual logistics companies in order to provide comprehensive logistics services to the customer. On the first level there are leading logistics companies that integrate activities of the logistics companies from the second level specializing in a particular area of activity (e.g. forwarding services, transport of selected goods, services delivered in some regions). The latter, in turn, interact with suppliers from the third level-smaller companies which carry out specific logistics tasks using their own resources. These are e.g. local carriers, customs agencies, owners of warehouses. These multi-level structures consist of direct and indirect relationships between the entities. They cooperate with suppliers, customers and competitors in the long-term.
Apart from contracts and agreements (formal relations), their relationships are informal. They form a kind of a business network where the focal company is the logistics service provider. In the literature, there are few studies on the analysis of the business networks from the perspective of the logistics companies. In particular, there is a lack of empirical research on the impact of the cooperation between logistics enterprises in the business network and the network effects on the resource-based advantage of the companies and their results. The proposed article will attempt to fill this gap. In this article, apart from the overall results of the analysis of the literature on networks in logistics, results of empirical research will be presented whose primary purpose was to explain the mechanism of competitive advantage formation in enterprises using networking relationships in the logistics services industry. For the needs of the study a measurement instrument (survey questionnaire) was developed on which studies using quantitative methods were based. The results were used to develop regression models which allowed to verify the research hypotheses. The analysis took into consideration, among others, intensity of the flows in the networks, relational norms and perceived positive and negative network effects. On this basis it was stated which network factors affect the competitive advantage of enterprises and to what extent. The studies have shown a positive impact of the network strategy on the resource-based advantage of logistics enterprises, which, however, is significantly weakened by the lack of balanced interdependence in the network. Resource-based theory seeks to explain why some organisations are successful, while others are less so, or experience difficulty achieving success.. Technology profiling for emerging commercial cotton farmers in the Makhathini Region Article Full-text available Sep 2017 S AFR J IND ENG John Kopano Mashala David Kruger J. P.
Grundling Lizl Steynberg This research article profiles cotton technology in the Makhathini region, focusing on the extent to which it is available to support farmers Although Makhathini Farmers have produced cotton for more than 10 years at a subsistence level, and despite using the related technology extensively, the farmers' mission remains to produce cotton commercial. The technology mentioned in the study is available worldwide, as well as locally. The technology accessed is readily available to the local farmers. The findings indicate overwhelming use of technology by the farmers. Yet an issue that is unresolved is why farmers are not producing at a commercial level despite the aid of technology. It ultimately represented the solution to the contradictions that plagued society in the 80s since it merged in a single model all the characteristics necessary to survive in the new marketplace: global integration, local reactivity and worldwide learning. Although many years have passed and globalization currently has different characteristics, the approach still remains 'the most influential model of global strategy and structure' (Tallman, 2001 ).. A business model for an inclusive entrepreneurial development Conference Paper Full-text available Jan 2012 Martina Berardi Marcello Tonelli Luigi Serio In 2004 Prahalad made managers aware of the great economic opportunity that the population at the BoP (Base of the Pyramid) represents for business in the form of new potential consumers. However, MNCs (Multi-National Corporations) generally continue to penetrate low income markets with the same strategies used at the top of the pyramid or choose not to invest at all in these regions because intimidated by having to re-envision their business models. The introduction of not re-arranged business models and products into developing countries has done nothing more over the years than induce new needs and develop new dependencies.
By conducting a critical review of the literature this paper investigates and compares innovative approaches to operate in developing markets, which depart from the usual Corporate Social Responsibility marketing rhetoric, and rather consider the potential consumer at the BoP as a ring of continuity in the value chain.View Show abstract. We argue that the paradigm will apply in many areas of international business: developed as well as developing countries, small as well as large companies, entrepreneurial activity as well as more commodity-oriented business. Such a framework is important for companies engaged in international expansion strategies because it addresses an early and important consideration in the assessment of which countries to enter and how to engage with host countries beyond the entry phase (Kogut, 2002; Tallman, 2001 ). The rest of this paper is structured as follows.. Exploring the institutional perspective on international business expansion: Towards a more detailed conceptual framework Article Full-text available Mar 2016 Richard Lynch Zhongqi Jin While the general principles of the Institutional Perspective have been widely accepted, there has been only limited consideration to the present time of their in-depth application to the strategies of individual firms engaged in international business. The paper argues that companies engaged in such activities will find that there is a significant gap in precisely what aspects of the formal and informal institutional perspectives need to be identified and assessed for international expansion. The purpose of this paper is to develop a theoretical paradigm that allows organizations not only to compare different countries with regard to their potential for international business expansion from the perspective of Institutional Theory but also drawing on theories of International Business Strategy where relevant.
The theoretical framework assumes that such organizations are engaged in analyzing the institutional arrangements and resources of their home and possible host countries. The paper then develops a conceptual framework that identifies five major components, namely people, power, performance, pathways to international expansion, and productivity, the latter being defined in terms of knowledge and innovation. It explores each of these areas in more depth with the aim of adding a more detailed structure to elements of Institutional Theory relevant to international business expansion. In this sense, value creation connects the realm of human imagination with the realm of human aspiration; in doing so, it constitutes new possible and desirable worlds that can generate value for consumers and competitive advantage for firms.. Demand-side strategy and business models: Putting value creation for consumers center stage Article Feb 2018 LONG RANGE PLANN Richard L. Priem Matthias Wenzel Jochen Koch View. So, when stakeholders are excluded, the relevance and anticipated benefits from the strategy will be limited. Also, the benefits accrued by organizations in defining stakeholders include impression management, relationship maintenance, and organisation goodwill (Hitt, Freeman and Harrison, 2001). Organisations fail not due to bad formulation of strategies, but the execution of strategies is vital to their failure or demise; and hence implementation process remains a challenge towards achieving organisation objectives. The main objective of the study was to investigate the impact of stakeholders on implementation of Strategic Plans in public sector. Seven (7) executive agencies which made 26 of all 27 executive agencies in Tanzania were randomly drawn using simple random sampling.
Then, stratified random sampling was used to obtain a sample size of one hundred eighty-eight (188) respondents which was 30 of the target populations (632 employees) in the headquarters of sampled executive agencies. The study concluded that stakeholders do influence implementation of strategic plans in public sector. In line with findings, the study recommended that management in public sector should pay more attention on stakeholders if they have to benefit from, otherwise may negatively influence implementation process of strategic plans in public sector. While these papers addressed similar kinds of issues, they did not refer to each other. Where Wernerfelt (1984) focused on establishing the possibility that a theory of firm performance differences could be developed in terms of the resources that a firm controls, Rumelt began describing a strategic theory of the firm, that is, a theory explaining why firms exist, that focused on the ability of firms to generate economic rents ( Freeman et al., 2001 ). Barney (1986) introduces the concept of strategic factor markets as the market where firms acquire or develop the resources they need to implement their product market strategies.. Knowledge management and enterprise resource planning implementation: A conceptual model Article Full-text available Mar 2014 J Comput Sci Sevenpri Candra The purpose of this research is examining the influence of organizational learning and knowledge management in enterprise resource planning implementation. This study is based on organizational learning, knowledge management and enterprise resource planning implementation. This research did not test all organizational factors and focus particularly on knowledge management capacity and absorptive capability. Enterprise resource planning implementation successful is a must. In today's global and competitor in business, enterprise resource planning is becoming one of the main tools to achieve competitiveness in business.
Enterprise resource planning is an infrastructure to create and maintain business to improve frontoffice and back-office efficiency and effectiveness. This study is significant to bring new thinking in determines the key antecedents to successful enterprise resource planning implementation based on knowledge management perspectives and it will helps to understand the key success factor in enterprise resource planning implementation. The rest of this paper is structured as follows.. Lynch Jin 2016 JIK Data Full-text available Jun 2016 Richard Lynch Zhongqi Jin View Industrial assessment to technical and employability skills students based on KKNI (in Jakarta Region) Article Full-text available Jan 2018 Rina Febriana Agung Premono Tuti Iriani This study aims to determine the industrial assessment of technical and employability skills of students. The research was conducted by using survey method in several industries as the place of the Job Training (PKL) of the students. The research technique used purposive random sampling with respondents in this research consist of 23 industry in Jakarta area. The results of the research are (1) the industrial assessment of the technical skills of the students obtained a score of 73.10 with high interpretation; (2) The industry average rating of employability of students skills is 83.10 with very high interpretation. View Show abstract Football and the Global Entertainment Business. Clubs as Entertainment Multinational Corporations Article Jun 2011 Xavier Ginesta Portet The aim of this article is to analyze the internationalization process of the richest Spanish football clubs, Real Madrid and FC Barcelona, during the first decade of the XXI Century. After the branding strategy of the Premier League clubs during the 1990s, other leagues and sport organizations adapted those corporate managing principles.
In Spain, Real Madrid and FC Barcelona are the most interesting example, because of the number of fans worldwide, the international treading agreements with other organizations and the presence of their football brands around the world thanks to the investments of their foundations in football schools as part of their Corporate Social Responsibility programs. For these reasons, it is possible to conceptualize them as new entertainment multinational corporations. View Show abstract Marketing Segmentation: Your Role For Diversity in Dynamical Systems Article Full-text available Jun 2015 Adriana Beatriz Madeira Jose Augusto Giesbrecht da Silveira Luciano Augusto Toledo The process of market segmentation is a frequent task in the routine of professionals in business organizations. One of the difficulties of the task is to identify groups of consumers that are internally homogenous and, in relation to other groups, heterogenous, in order to make accurate marketing decisions. The idyossincrasies of modern day consumer changes the dimensions, significance and meaning of consumer experiences and directly impacts the processes and methods of market segmentation. This study reassesses the methods of segmentation, simultaneously considering the development of the concepts and the current changes in consumers’ characteristics. In this paper, the singularities of the segmentation methods and their importance as foundation providers to the decision making process in marketing are synthetically reviewed. The paper also discusses contributions from marketing, economics, sociology, psychology and anthropology which could assist in the formulation of a research proposal that addresses the future of market segmentation.