000			03299nam a2200337Ia 4500
001			2921
008			230305s2014 xx 000 0 und d
020			_a9780199604753
040			_cTBS
041			_aeng
043			_aen_UK
050			_aHD30.28 _b.L393 2014
100			_aLawton, Thomas C. _922144 _eauthor
245		0	_aAligning for advantage _b: competitive strategies for the political and social arenas _c/ Thomas C. Lawton, Jonathan P. Doh, and Tazeeb Rajwani.
260			_bOxford ; New York : Oxford University Press, 2014.
300			_axvii, 237 pages : illustrations : 24 cm.
505			_aPt. 1. Foundations of alignment — 1. Establishing alignment — 2. Origins of engagement — 3. Rationalizing complexity — pt. 2. Pathways to influence — 4. Responding to uncertainty — 5. Individual versus collective action — 6. Designing nonmarket architecture — pt. 3. Creating aligned strategy — 7. Sensing to incubate interest — 8. Shaping information value — 9. Aligning with stakeholders — pt. 4. Delivering with impact — 10. Ensuring balance — 11. Embracing new frontiers — 12. Leading for advantage.
520			_aIn today's multipolar world economy, strategic alignment is a key determinant of competitive advantage. Coca-Cola, Danone, Diageo, DuPont, Lufthansa and Tata are some of the companies that strive for a pragmatic approach to balancing competitive strategies with political and social obligations. Aligning for Advantage argues that to build and sustain corporate success, companies must synchronize business objectives and market positions with political and regulatory activism and social and environmental engagement. Moreover, to be credible and realizable, these external market and nonmarket strategies need to be equally attuned with corporate vision, values, and culture. The book advances a managerial process and conceptual framework for aligning corporate strategy. In some cases alignment may mean deep, strategically embedded partnerships with governments, NGOs, or other stakeholders. In others, alignment may take the form of looser, temporary collaborations with outside organizations. No matter the approach, the relationship between nonmarket and market strategies should be deliberate and genuine, not accidental or artificial. Truly aligned strategies should reconcile and modulate sometimes conflicting external demands in a way that is appropriate for the corporation's geographic and market positions. In the end, companies must leverage their overall nonmarket strategy as a source of competitive advantage.
526			_aMSc International Business: Unit 1. Issues And Trends in International Business
590			_bEbook available.
650		0	_aStrategic planning _93573
650		0	_aBusiness planning _91415
653			_aBibliography MSc - International Business: Issues and Trends in International Business
700			_aRajwani, Tazeeb _eauthor _912502
700			_aDoh, Jonathan P. _eauthor _921159
856			_uhttps://search-ebscohost-com.hub.tbs-education.fr/login.aspx?direct=true&AuthType=sso&db=nlebk&AN=710455&site=ehost-live&scope=site&custid=s7247265 _yEbook
902			_a431
905			_am
911			_ahttps://biblioteca.tbs-education.es/portadas/9780199604753.jpg
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