| Description |
xxii, 298 pages ; 23 cm |
| Contents |
Machine derived contents note: Acknowledgements; Introduction: what this book is about and how to use it; Part I. Foundations: 1. Corporate advantage; 2. Synergies: benefits to collaboration; 3. Governance costs: impediments to collaboration; Part II. Decisions about Portfolio Composition: Increasing the Scope of the Corporation: 4. Diversification; 5. Ally or acquire?; 6. Organic or inorganic growth?; Part III. Decisions about Portfolio Composition: Reducing the Scope of the Corporation: 7. Refocusing; 8. Divestiture: stay or exit; 9. Outsourcing: make or buy; Part IV. Decisions about Portfolio Organization: 10. Designing the multi-business corporation; 11. Designing corporate head quarters; 12. Managing the M&A process; 13. Managing the alliance process; Index |
| Summary |
Many companies are not single businesses but a collection of businesses with one or more levels of corporate management. Written for managers, advisors and students aspiring to these roles, this book is a guide to decision-making in the domain of corporate strategy. It arms readers with research-based tools needed to make good corporate strategy decisions and to assess the soundness of the corporate strategy decisions of others |
| Notes |
Includes index |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Decision making.
|
|
Industrial management.
|
|
Strategic planning.
|
| Author |
Vanneste, Bart, author
|
| LC no. |
2015026751 |
| ISBN |
1107120918 |
|
1107544041 |
|
9781107120914 |
|
9781107544048 |
|
