| Record ID | harvard_bibliographic_metadata/ab.bib.09.20150123.full.mrc:200958418:1414 |
| Source | harvard_bibliographic_metadata |
| Download Link | /show-records/harvard_bibliographic_metadata/ab.bib.09.20150123.full.mrc:200958418:1414?format=raw |
LEADER: 01414cam a2200277 a 4500
001 009197296-5
005 20030920142456.0
008 020611s2002 enka b 001 0 eng
010 $a 2002108296
020 $a076197010X (pbk.)
020 $a0761970096
035 0 $aocm51613586
040 $aDLC$cDLC$dHBS
042 $apcc
050 00 $aHD30.28$b.C855 2002
082 00 $a658.4/012$221
100 1 $aCummings, Stephen.
245 10 $aRecreating strategy /$cSteven Cummings.
260 $aLondon ;$aThousand Oaks :$bSage Publications,$c2002.
300 $axiii, 354 p. :$bill. ;$c25 cm.
504 $aIncludes bibliographical references (p. [323]-346) and index.
505 0 $a1. Deconstructing history, recreating strategy -- Part I. Deconstructing management -- 2. Premodernism, modernism and postmodernism -- 3. Deconstructing management's history -- 4. Management's historical limits -- Part II. Recreating strategy -- 5. Reconceptualizing business ethics -- 6. Reconceiving strategy -- 7. Regenerating change -- Part III. Cases and further source material -- Case 1. Interbrew and Huyghe of Belgium: A tale of two breweries -- Case 2. Tayto Ireland and Walkers UK: Crisp wars -- Case 3. Ottakar's UK: Living with the Amazons -- Case 4. Nike: From Beaverton to the world -- Case 5. Natural history New Zealand.
650 0 $aStrategic planning.
650 0 $aManagement.
988 $a20030920
906 $0DLC