Richard Whittington ist ein renommierter Akademiker im Bereich der Unternehmensstrategie. Whittington lehrt an der Saïd Business School der Universität Oxford und hat den Ansatz der „Strategy-as-Practice“ maßgeblich beeinflusst, eine eher soziologische und weniger auf das Management ausgerichtete Herangehensweise an das Studium von Geschäftsstrategien.
Focusing on strategic thinking, this text delves into critical issues related to the operation, growth, and innovation of organizations. It features end-of-chapter case studies that enhance understanding and provide practical insights into managerial perspectives. Ideal for students, it equips them with the latest concepts in strategic management, fostering a deeper comprehension of real-world applications.
This book synthesises research on violence for researchers and policy makers to inform future practice. Those who are interested in human conflict and how to reduce it are offered an alternative picture of the causes of violence through a combination of findings from anthropology, genetics, psychology, psychiatry and criminology.
Focusing on strategic thinking, this text delves into critical issues related to organizational operation, growth, and innovation. The inclusion of longer case studies in the Text & Cases edition enhances students' understanding of managerial perspectives, providing them with valuable insights into real-world applications of strategic concepts.
Brings together the underlying concepts, analytical methods, processes of development and problems of corporate strategy, enabling readers to understand the role of corporate strategy within a variety of organizations and providing guidance in the formulation and implementation of strategy.
In his introduction to this book on corporate strategy, Richard Whittington makes the point that the great number of published books on strategic management all cover much the same ground and present similar recipes for success, and few indulge in self-questioning. If it was really as easy as that, managers would only need to read a few books in order to ensure they never make mistakes. Reality, however, is that in the world of business many of the most well-accepted models of strategic action have met with spectacular failure.