|
Showing 1 - 25 of
1585 matches in All Departments
Unlike some other reproductions of classic texts (1) We have not
used OCR(Optical Character Recognition), as this leads to bad
quality books with introduced typos. (2) In books where there are
images such as portraits, maps, sketches etc We have endeavoured to
keep the quality of these images, so they represent accurately the
original artefact. Although occasionally there may be certain
imperfections with these old texts, we feel they deserve to be made
available for future generations to enjoy.
Unlike some other reproductions of classic texts (1) We have not
used OCR(Optical Character Recognition), as this leads to bad
quality books with introduced typos. (2) In books where there are
images such as portraits, maps, sketches etc We have endeavoured to
keep the quality of these images, so they represent accurately the
original artefact. Although occasionally there may be certain
imperfections with these old texts, we feel they deserve to be made
available for future generations to enjoy.
Unlike some other reproductions of classic texts (1) We have not
used OCR(Optical Character Recognition), as this leads to bad
quality books with introduced typos. (2) In books where there are
images such as portraits, maps, sketches etc We have endeavoured to
keep the quality of these images, so they represent accurately the
original artefact. Although occasionally there may be certain
imperfections with these old texts, we feel they deserve to be made
available for future generations to enjoy.
Unlike some other reproductions of classic texts (1) We have not
used OCR(Optical Character Recognition), as this leads to bad
quality books with introduced typos. (2) In books where there are
images such as portraits, maps, sketches etc We have endeavoured to
keep the quality of these images, so they represent accurately the
original artefact. Although occasionally there may be certain
imperfections with these old texts, we feel they deserve to be made
available for future generations to enjoy.
Unlike some other reproductions of classic texts (1) We have not
used OCR(Optical Character Recognition), as this leads to bad
quality books with introduced typos. (2) In books where there are
images such as portraits, maps, sketches etc We have endeavoured to
keep the quality of these images, so they represent accurately the
original artefact. Although occasionally there may be certain
imperfections with these old texts, we feel they deserve to be made
available for future generations to enjoy.
Unlike some other reproductions of classic texts (1) We have not
used OCR(Optical Character Recognition), as this leads to bad
quality books with introduced typos. (2) In books where there are
images such as portraits, maps, sketches etc We have endeavoured to
keep the quality of these images, so they represent accurately the
original artefact. Although occasionally there may be certain
imperfections with these old texts, we feel they deserve to be made
available for future generations to enjoy.
Unlike some other reproductions of classic texts (1) We have not
used OCR(Optical Character Recognition), as this leads to bad
quality books with introduced typos. (2) In books where there are
images such as portraits, maps, sketches etc We have endeavoured to
keep the quality of these images, so they represent accurately the
original artefact. Although occasionally there may be certain
imperfections with these old texts, we feel they deserve to be made
available for future generations to enjoy.
Unlike some other reproductions of classic texts (1) We have not
used OCR(Optical Character Recognition), as this leads to bad
quality books with introduced typos. (2) In books where there are
images such as portraits, maps, sketches etc We have endeavoured to
keep the quality of these images, so they represent accurately the
original artefact. Although occasionally there may be certain
imperfections with these old texts, we feel they deserve to be made
available for future generations to enjoy.
Unlike some other reproductions of classic texts (1) We have not
used OCR(Optical Character Recognition), as this leads to bad
quality books with introduced typos. (2) In books where there are
images such as portraits, maps, sketches etc We have endeavoured to
keep the quality of these images, so they represent accurately the
original artefact. Although occasionally there may be certain
imperfections with these old texts, we feel they deserve to be made
available for future generations to enjoy.
The field of strategic management has developed significantly since
its birth from "business policy" and "business planning" in the
1960s. Pioneering studies were essentially normative, prescriptive,
and often based on in-depth case studies. The evolution of
strategic management into a respected field of academic study
resulted from the adoption of research methods previously employed
in economics. Today, research in strategic management is likely to
employ a mixture of methods borrowed from related and unrelated
disciplines, such as politcal sciences, psychology, neuroscience,
and behavioral economics, which can be confusing to researchers new
to the field. This book provides the reader with a broad
introduction to the array of qualitative and quantitative research
methods required to investigate strategic management. Throughout
the book, strong emphasis is placed on practical applications that
transcend the mere analysis of the theoretical roots of single
research methods. The underlying result is a book that encourages
and aids readers to "learn by doing" - in applying the implications
of each chapter to their own research. This text is vital reading
for postgraduate students and researchers focused on business
strategy.
This book disentangles the foundations of coopetition (i.e.,
concurrent competition and cooperation) by exploring in-depth the
intellectual legacy of Eastern and Western perspectives. In
particular, it detects the foundations of coopetition in three
Chinese streams of thought; Confucianism, Taoism, and Legalism, and
in five Western schools of thought; David Hume, Adam Smith,
Immanuel Kant, Georg Wilhelm Frederich Hegel and Søren
Kierkegaard. In such a way, it unveils four logics used to tackle
the essence of coopetition, respectively either/or, both/and,
both/or, and either/and. The key objectives of the book are:
firstly, to adopt a paradoxical lens to investigate the foundations
of coopetition strategy. Secondly, to offer an interpretive
framework that detects the different forms, tactics and patterns of
coopetition. Thirdly, to discuss the implications of the framework
proposed for other paradoxical strategies and to distil a bouquet
of managerial implications. In such a way, the volume combines
existing foundational perspectives with a contemporary
interpretation of the coopetition phenomenon, thereby offering a
valuable understanding of the current business and management
world. The guiding principles of the book enable readers to
extricate the dichotomy between the phenomenon of coopetition and
coopetitive strategy, appraise the rationale for distinguishing
between deliberate (planned) coopetition strategy and emergent
(unplanned, but conscious) coopetition strategy, and understand how
to deal with coopetition tensions.
As an original strategic management perspective, coopetition has
hitherto been underexploited in analysing contemporary firm
strategies and behaviours and, more generally, managerial practices
and processes. This innovative book provides both theoretical
insights and empirical evidence on coopetition.Coopetition shows
great interpretive and normative potential and is likely to be an
increasingly important tool. This book is one of the first key
contributions in shaping and systematizing a novel coopetition
agenda in the field of strategy. The book argues that coopetition
is neither an extension of competition theory, nor an extension of
cooperative theory. It is in fact a specific and distinctive
research object, which calls for dedicated theoretical
investigation to develop questions for theory, method, and
managerial practice. This book provides both practitioners and
academic scholars with a milestone that brings together an active
community of researchers expressly mobilized around the creative
in-depth scrutiny of coopetition. It will greatly appeal to
researchers, scholars, and graduate students of management,
business strategy competitive dynamics, and international business,
as well as practitioners such as managers and consultants.
This book disentangles the foundations of coopetition (i.e.,
concurrent competition and cooperation) by exploring in-depth the
intellectual legacy of Eastern and Western perspectives. In
particular, it detects the foundations of coopetition in three
Chinese streams of thought; Confucianism, Taoism, and Legalism, and
in five Western schools of thought; David Hume, Adam Smith,
Immanuel Kant, Georg Wilhelm Frederich Hegel and Soren Kierkegaard.
In such a way, it unveils four logics used to tackle the essence of
coopetition, respectively either/or, both/and, both/or, and
either/and. The key objectives of the book are: firstly, to adopt a
paradoxical lens to investigate the foundations of coopetition
strategy. Secondly, to offer an interpretive framework that detects
the different forms, tactics and patterns of coopetition. Thirdly,
to discuss the implications of the framework proposed for other
paradoxical strategies and to distil a bouquet of managerial
implications. In such a way, the volume combines existing
foundational perspectives with a contemporary interpretation of the
coopetition phenomenon, thereby offering a valuable understanding
of the current business and management world. The guiding
principles of the book enable readers to extricate the dichotomy
between the phenomenon of coopetition and coopetitive strategy,
appraise the rationale for distinguishing between deliberate
(planned) coopetition strategy and emergent (unplanned, but
conscious) coopetition strategy, and understand how to deal with
coopetition tensions.
|
|