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Strategic management: a stakeholder approach

Author: Freeman, R. Edward Publisher: Cambridge University Press (CUP) 2010.Language: EnglishDescription: 276 p. : Graphs/Ill. ; 23 cm.ISBN: 9780521151740Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD30.28 .F73 2010
(Browse shelf)
001274424
Available 001274424
Total holds: 0

Includes bibliographical references and index

Digitized

Strategic management A stakeholder approach Table of contents Preface Part I/THE STAKEHOLDER APPROACH One/"Managing in Turbulent Times" INTRODUCTION TURBULENT TIMES INTERNAL CHANGE Owners Customers Employees Suppliers EXTERNAL CHANGE Governments Competitors Consumer Advocates Environmentalists Special Interest Groups Media THE NEED FOR A FRAMEWORK THE STAKEHOLDER CONCEPT SUMMARY AND PROLOGUE NOTES Two/The Stakeholder Concept and Strategic Management HISTORY OF "STAKEHOLDER" The Corporate Planning Literature The Systems Theory Literature The Corporate Social Responsibility Literature The Organization Theory Literature A STAKEHOLDER APPROACH TO STRATEGIC MANAGEMENT v 1 3 3 4 8 9 9 10 11 11 13 17 18 20 21 22 22 24 27 28 31 31 33 36 38 41 43 A NOTE ON MANAGEMENT THEORY SUMMARY NOTES Three/Stakeholder Management: Framework and Philosophy INTRODUCTION THE STAKEHOLDER FRAMEWORK THE "RATIONAL" LEVEL: STAKEHOLDER MAPS THE "PROCESS" LEVEL: ENVIRONMENTAL SCANNING AND THE LIKE THE "TRANSACTIONAL" LEVEL: INTERACTING WITH STAKEHOLDERS THE STAKEHOLDER PHILOSOPHY: A PLEA FOR VOLUNTARISM SUMMARY NOTES Part II/STRATEGIC MANAGEMENT PROCESSES Four/Setting Strategic Direction INTRODUCTION SETTING DIRECTION IN ORGANIZATIONS ENTERPRISE STRATEGY: WHAT DO WE STAND FOR? Stakeholder Analysis Values Analysis Social Issues Analysis A Typology of Enterprise Strategy Specific Stakeholder Strategy The Necessity of Enterprise Strategy SETTING DIRECTION AT THE CORPORATE LEVEL: THE STAKEHOLDER AUDIT TAILOR-MAKING THE STAKEHOLDER AUDIT: SOME EXAMPLES CD Insurance Co. Major Oil Inc. SUMMARY NOTES Five/Formulating Strategies for Stakeholders INTRODUCTION A PROCESS FOR FORMULATING STRATEGIC PROGRAMS FOR STAKEHOLDERS 47 48 49 52 52 52 54 64 69 74 80 81 83 85 85 85 89 91 95 99 101 102 107 110 117 117 119 123 123 126 126 128 FORMULATING STRATEGIES FOR SPECIFIC STAKEHOLDERS: ANALYSIS Stakeholder Behavior Analysis Stakeholder Behavior Explanation Coalition Analysis STAKEHOLDER ANALYSIS EXAMPLE: THE U.S. SUPERSONIC TRANSPORT Background Stakeholder Analysis Objectives of PAC and McNamara Stakeholder Analysis of PAC and McNamara Beliefs About Key Stakeholders Coalition Analysis GENERIC STRATEGIES FOR STAKEHOLDERS SPECIFIC STAKEHOLDER STRATEGIC PROGRAMS "Changing the Rules" Programs Offensive Strategic Programs Defensive Strategic Programs Holding Programs INTEGRATED STRATEGIC PROGRAMS FOR STAKEHOLDERS 150 SUMMARY NOTES Six/Implementing and Monitoring Stakeholder Strategies INTRODUCTION IMPLEMENTATION OF STRATEGIC PROGRAMS Allocating Resources Gaining Commitment Changing the Transaction Processes MONITORING PROGRESS WITH STAKEHOLDERS Implementation Control Control of Strategic Programs Control of Strategic Direction Control of "What We Stand For" KEEPING SCORE WITH STAKEHOLDERS AMERICAN SERVICES INTERNATIONAL: A CASE STUDY OF IMPLEMENTATION AND MONITORING PROGRESS WITH STAKEHOLDERS SOME PITFALLS OF USING THE STAKEHOLDER CONCEPT Openness of the System Involvement of Top Management Involvement of Lower Levels of Management 131 131 133 135 136 136 137 138 138 138 138 139 144 145 147 149 150 152 152 154 154 155 158 162 164 171 171 172 173 176 177 181 188 188 189 189 Analysis Paralysis The Snail Darter Fallacy SUMMARY NOTES Part III/IMPLICATIONS FOR THEORY AND PRACTICE Seven/Conflict at the Board Level INTRODUCTION THE ROLE OF THE BOARD OF DIRECTORS Conflicts Within the Board of Directors Outside Attacks on the Board of Directors Conflicts Within the Ownership Group IMPLICATIONS FOR THE BOARD AND ITS ADVISORS The Focal Organization The Advisors of the Firm Evaluation of Proposals for Reform NOTES Eight/The Functional Disciplines of Management INTRODUCTION "INTERNAL STAKEHOLDERS" EXTERNAL AFFAIRS: A NEW RULE FOR PUBLIC RELATIONS AND PUBLIC AFFAIRS MARKETING MANAGERS: LINKS TO THE CUSTOMER FINANCIAL MANAGERS PERSONNEL MANUFACTURING A STAKEHOLDER STRUCTURE FOR ORGANIZATIONS SUMMARY NOTES Nine/The Role of the Executive INTRODUCTION THE GENERAL MANAGER THE ROLE OF THE EXECUTIVE INSIDE THE CORPORATION THE EXTERNAL ROLE OF THE EXECUTIVE LEADERSHIP TASKS SUMMARY AND FUTURE RESEARCH NOTES Bibliography Index 190 190 191 191 193 195 195 195 198 203 206 209 209 210 211 213 214 214 216 219 226 228 230 231 233 236 237 238 238 238 240 243 245 246 249 251 267

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