000			01913nam a2200181 a 4500
999			_c22843 _d22843
001			56006
020			_a9781292020747
082			_a158.4 NA AR
245	1	0	_aThe art and science of leadership _cAfsaneh Nahavandi
250			_a6th ed.
260			_aHarlow : _bPearson, _c©2014.
300			_a324 p. ; _c28 cm.
500			_aFor undergraduate and graduate courses in leadership. Nahavandi's text has an application emphasis with a cross cultural perspective on leadership
505	0		_aBrief Contents PART ONE STRATEGY AND STRATEGIC LEADERSHIP IN DYNAMIC TIMES 1 Introducing Strategic Management 2 2 Leading Strategically Through Effective Vision and Mission 26 PART TWO THE INTERNAL AND EXTERNAL ENVIRONMENT OF STRATEGY 3 Examining the Internal Environment: Resources, Capabilities, and Activities 60 4 Crafting Business Strategy for Dynamic Contexts 150 5 Exploring the External Environment: Macro and Industry Dynamics 86 PART THREE BUSINESS, CORPORATE, AND GLOBAL STRATEGIES 6 Creating Business Strategies 122 7 Developing Corporate Strategy 184 8 Looking at International Strategies 212 PART FOUR STRATEGY VEHICLES FOR NEW DIRECTIONS 9 Understanding Alliances and Cooperative Strategies 246 PART FIVE IMPLEMENTATION, NEW VENTURES, AND GOVERNANCE IN DYNAMIC CONTEXTS 10 Employing Strategy Implementation Levers 302 11 Considering New Ventures and Corporate Renewal 336 12 Corporate Governance in the Twenty-First Century 366 PART SIX CASE STUDIES: PULLING IT ALL TOGETHER 1 Kmart-Fall of a Retailing Giant 402 2 Charlotte Beers at Ogilvy & Mather Worldwide (A) 412 3 Trilogy Farm (A) 426 4 The Formula One Constructors 433 5 Prince Edward Island Preserve Co. 443 6 Carrefour vs.Wal-Mart: The Battle for Global Retail Dominance 454 7 The Chinese Fireworks Industry 476
650		7	_aCultural _941520
856			_uhttps://uowd.box.com/s/jmsftku8wlfmlae4qrrdh40sqfcnc2zf _zLocation Map
942			_cREGULAR _2ddc