Produktdetaljer
Om bidragsyterne
Torben Juul Andersen is Professor of Strategy and International Management at the Copenhagen Business School where he teaches an MBA course in Strategic Management, and he is Associate Dean of the MBA Program. He has held positions as Vice President at Citibank/Citicorp Investment Bank, London, Senior Vice President at Unibank A/S, Managing Director of SDS Securities A/S, Copenhagen and Senior Consultant at PHB Hagler Bailly, Arlington. He is the author of numerous articles and books including Strategic Risk Management Practice (Cambridge University Press, 2010), Perspectives on Strategic Risk Management (2006) and Global Derivatives: A Strategic Risk Management Perspective (2005).'The Short Introduction to Strategic Management gives a solid grounding in the strategy field and updates corporate decision makers on how to deal with contemporary challenges in turbulent business environments. This book makes a valuable contribution to the management literature.' Richard A. Bettis, Ellison Distinguished Professor of Strategy and Entrepreneurship, University of North Carolina, Chapel Hill
'Andersen provides a whistle stop tour of strategy, more useful to the partially knowledgeable than the complete beginner. The text is readable and authoritative. With more than 300 references, little is left out. A valuable addition to your bookshelf.' Andrew Campbell, Ashridge Strategic Management Centre
'This book gives a comprehensive overview of the difficulties and options in defining and implementing successful and resilient business strategies. Organizations differ and conditions change, so there is no one-size-fits-all approach as demonstrated in the book. Yet, it provides strong guidelines as to where to 'look' for relevant solutions and approaches.' Hans Læssøe, The LEGO Group
'The integrative strategy approach where autonomous entrepreneurial initiatives interact with central strategy making processes to form a dynamic system is interesting … it provides a useful framework for thinking about how to set up a responsive organization.' Robert A. Burgelman, Edmund W. Littlefield Professor of Management, Stanford University