000			02208nam a2200337 a 4500
005			20250918162246.0
008			120606s2010 enka b 001 0 eng
010			_a2009-938397
020			_a9781848442405 (hbk.) _cRM335.92
020			_a1848442408 (hbk.)
039		9	_a201207090918 _bzabidah _c201207090915 _dzabidah _y06-06-2012 _zidah
040			_dUKM
090			_aHD30.28.G525
090			_aHD30.28 _b.G525
100	1		_aGibbert, Michael.
245	1	0	_aStrategy making in a crisis : _bfrom analysis to imagination / _cMichael Gibbert.
260			_aCheltenham, UK. : _bEdward Elgar, _c2010.
300			_avi, 232 p. : _bill. ; _c24 cm.
504			_aIncludes bibliographical references (p. 207-221) and index.
520	1		_a'Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis.''In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making.''Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach - which is deductive and integrates management theories using social science literature - and methodology.'--BOOK JACKET.
650		0	_aStrategic planning.
650		0	_aBusiness planning.
650		0	_aCrisis management.
907			_a.b15389728 _b2019-11-12 _c2019-11-12
942			_c01 _n0 _kHD30.28.G525
914			_avtls003503761
990			_aza
991			_aFakulti Ekonomi dan Perniagaan
998			_at _b2012-06-06 _cm _da _feng _genk _y0 _z.b15389728
999			_c522476 _d522476