TAILIEUCHUNG - Ebook Strategic management - Creating competitive advantages (7th edition): Part 2

(BQ) Part 2 book "Strategic management - Creating competitive advantages" has contents: Strategic control and corporate governance, creating effective organizational designs; strategic leadership - creating a learning organization and an ethical organization,.and other contents. | PART 3: STRATEGIC IMPLEMENTATION chapter 9 Strategic Control and Corporate Governance After reading this chapter, you should have a good understanding of the following learning objectives: The value of effective strategic control systems in strategy implementation. The key difference between “traditional” and “contemporary” control systems. The imperative for “contemporary” control systems in today’s complex and rapidly changing competitive and general environments. The benefits of having the proper balance among the three levers of behavioral control: culture, rewards and incentives, and boundaries. The three key participants in corporate governance: shareholders, management (led by the CEO), and the board of directors. The role of corporate governance mechanisms in ensuring that the interests of managers are aligned with those of shareholders from both the United States and international perspectives. Learning from Mistakes Hewlett-Packard (HP) is one of the largest firms in the world and also one of the most dysfunctional. Sitting #10 on the Fortune 500 list with $120 billion in sales in 2012, it is a titan in the computer hardware However, it is a struggling titan that lost $ billion in 2012, in contrast to earnings of almost $9 billion only two years earlier. But HP’s struggles go back much farther than the last two years. Their inability to effectively respond to the dramatic shifts that have transformed the computing industry in the last several years has been, at least partly, driven by their toxic corporate governance culture. The dynamics in the board of directors has resembled a soap opera for over 10 years. Going back to 2002, HP’s CEO, Carly Fiorina, was pushing hard for HP to acquire one of its main rivals, Compaq. Standing in her way to get this deal done was Walter Hewitt, the son of one of the firm’s founders. The members of the board took sides in this debate and started leaking .

• Quản trị kinh doanh
• Strategic management
• Creating competitive advantages
• The external environment
• A firm’s intellectual assets
• A firm’s tangible resources
• Ebook Strategic management for travel and tourism
• Strategic management for travel and tourism
• Strategic choices
• Strategic implementation
• Analysis in strategic management
• Strategic alliances in the airline industry
• Lecture Strategic management
• Strategic leadership
• Analyzing strategic management cases
• Knowledge management
• Competitive advantages
• Strategic management trade offs
• Bài giảng Quản trị chiến lược
• Key terms
• Strategic thinking development progress
• Comprehensive framework
• Stages of strategic management
• Strategic actions
• Strategic competitiveness
• Strategic management process
• Sustained competitive advantage
• Internal environment analysis
• Human capital moderate the relationship
• Strategic thinking and strategic human resource management
• Human capital to enhance strategic HRM
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• Management the new competitive landscape
• Technology strategy
• Strategic management model
• Cooperative strategy
• Strategic alliances
• Managerial labor markets
• Implementing strategy
• Strategic control
• Corporate governance
• Effective strategic leadership
• Ethical culture
• Learning organization
• Venture creation
• Corporate entrepreneurship
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• The importance of strategic management
• The strategic management process
• Types of organizational strategies
• Explain why strategic management is important
• Internet strategies
• Competitor analysis
• External environmental analysis
• Business level strategy
• Competitive advantage
• Competitive dynamics
• Competitive rivalry
• Corporate level strategy
• Corporate strategy
• Restructuring strategies
• Effective acquisitions
• International strategy
• International strategy lifecycle
• Managerial Ccontrol
• Organizational structure
• Functional structure
• Internal corporate venturing
• Strategic market management
• Lecture Strategic market management
• Quản lý thị trường chiến lược
• Strategic analysis
• Strategic groups