Strategic Management (color)
Strategic Management (color)

Author:

Publisher:

Published: 2020-08-18

Total Pages: 325

ISBN-13: 9781949373943

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Strategic Management (2020) is a 325-page open educational resource designed as an introduction to the key topics and themes of strategic management. The open textbook is intended for a senior capstone course in an undergraduate business program and suitable for a wide range of undergraduate business students including those majoring in marketing, management, business administration, accounting, finance, real estate, business information technology, and hospitality and tourism. The text presents examples of familiar companies and personalities to illustrate the different strategies used by today's firms and how they go about implementing those strategies. It includes case studies, end of section key takeaways, exercises, and links to external videos, and an end-of-book glossary. The text is ideal for courses which focus on how organizations operate at the strategic level to be successful. Students will learn how to conduct case analyses, measure organizational performance, and conduct external and internal analyses.

The Minnesota Innovation Research Program
The Minnesota Innovation Research Program

Author: Andrew H. Van de Ven

Publisher:

Published: 1984

Total Pages: 166

ISBN-13:

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This paper describes the common and unique research frameworks of ten related longitudinal studies that are being launched to study the management of innovation in areas of agriculture, computer hardware and software, public school systems, financial services, government systems contracting, industrial products, health care, human resources management, and joint ventures between public and private organizations. (Author).

The Leader and Organization Culture
The Leader and Organization Culture

Author: Daniel R. Gilbert

Publisher:

Published: 1984

Total Pages: 50

ISBN-13:

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The thesis of this paper can be summarized as follows: (1) Organization culture can and should be managed; (2) the process of culture management cannot be understood, nor specified, as a directed, instrumental approach; (3) instead, the process involves a long-term adaptation of organization culture and strategy with organizational leadership playing the driving role in the process of culture management. A popular, instrumental view that culture offers the levers for the shrewd general manager to pull, is review and assessed. Subsequently, a different perspective--a navigational view--is proposed. According to this, the process of culture change is long-term, energy-intensive, and leader-driven. At best, a slight nudge to organization culture is the probable outcome, but this may be sufficient to ensure implementation of a strategic change. A rudimentary model for strategic leadership is then developed, and a case study about leadership and organization cultures is recounted to exemplify the proposed roles of leadership and culture in managing strategic change.