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As more and more strategic alliances are forged between
competitors, a dedicated word has been coined to described this
strategy: coopetition. Coopetition strategy research began in the
early 1990s and has been steadily increasing; yet, a global
overview of the field has been lacking. This reference volume is
the first to provide a comprehensive international survey of
coopetition research. Organized thematically and written by the
world's most-cited researchers in the field, it views the topic
through the lens of a variety of disciplines including innovation,
strategic management, operations management, and marketing. This
reference book is the definitive resource for researchers looking
to understand the field of coopetition throughout business and
management.
This book investigates the phenomenon of strategic myopia, which
refers to important cognitive distortions that managers
systematically display. It captures narrow views and preferences,
which are likely to hurt firms' long-term prospects. Instead of
accusing managers of imperfections, opportunism, or blindness, this
book explains how strategic myopia stems from individual
dispositions, how it is shaped by team contingencies, and
encouraged by organizations' design. The reader will learn how a
metaphor introduced to explain business failure evolved over
decades to become a concept useful in understanding intertemporal
choices, technology substitution, competitive advantage erosion,
competitive blindspots, and missed opportunities. In addition to
explaining the mechanisms that encourage myopic behaviors, readers
are offered a set of effective ways to address strategic myopia. A
key benefit of this work is that the structure of the book allows
the use of chapters separately. The core message is that
eliminating strategic myopia is hardly possible, and may actually
hurt the firms' short-term efficiency. However, organizations may
develop capabilities, and implement designs that favor balancing
the short-term benefits of myopia and alleviate its long-term
drawbacks. This book will be of interest to scholars, researchers,
advanced students and experienced managers in the fields of
strategic management and organizational behavior.
Managing Tourism in a Changing World provides an overview of
state-of-the-art research surrounding today's tourism management.
Recognising the relevance of tourism activities as major economic
drivers, this book offers a significant contribution to the
advancement of managerial practice in the tourism field. It is the
outcome of the collective intellectual efforts of a number of
scholars, with dissimilar geographical roots and backgrounds, who
cultivate original research on tourism management from a variety of
perspectives (economic, managerial) and using multiple methods
(theory building, experimental and inductive case-based inquiries).
While drawing on multiple theoretical perspectives and adopting
different epistemological paradigms and methodologies, this book
answers a wide range of research questions related to a number of
relevant themes in the following fields: destination management,
marketing and branding, inter-organizational dynamics and corporate
social responsibility in the tourism sector. This book was
originally published as a special issue of Anatolia.
Companies and destinations in the tourism sector are confronted
with increasing managerial challenges and have to deal with a
competitive, turbulent, and fast-changing environment. The
understanding that both tourism companies and destinations endowed
with the best assets (natural and cultural) cannot survive the
escalating international competition without good managerial
practices, has provided significant momentum for the development of
the disciplinary field of tourism management in the last three
decades. This volume recognizes the relevance of travel, tourism,
and tourism activities as major economic drivers in the
contemporary global economy, with a specific focus on performance,
strategies, and sustainability. It is the collective intellectual
effort of a number of international scholars, who cultivate
original research on tourism management from a variety of
theoretical perspectives. Together, they outline the importance for
tourism companies and destinations to achieve and maintain a
sustained competitive advantage by embracing sustainability and a
Triple Bottom Line (TBL) approach to performance.
As more and more strategic alliances are forged between
competitors, a dedicated word has been coined to described this
strategy: coopetition. Coopetition strategy research began in the
early 1990s and has been steadily increasing; yet, a global
overview of the field has been lacking. This reference volume is
the first to provide a comprehensive international survey of
coopetition research. Organized thematically and written by the
world's most-cited researchers in the field, it views the topic
through the lens of a variety of disciplines including innovation,
strategic management, operations management, and marketing. This
reference book is the definitive resource for researchers looking
to understand the field of coopetition throughout business and
management.
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