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This new text by Cliff Bowman and David Asch is designed for courses in strategic management, business strategy and business policy. It will be particularly suitable for MBAs, post experience students and undergraduates taking a one semester course. It will also appeal to practising managers in a wide range of organisations who are interested in developing a sound understanding of strategic issues.

This business book is great for leaders, middle managers and entrepreneurs interested in the following categories; STRATEGY LEADERSHIP AND MANAGEMENT ENTREPRENEURSHIP "An insightful guide to strategic management, with useful and original development of the role of assets and capabilities in enterprise growth and performance." David J. Teece, Thomas W. Tusher professor in global business at Haas School of Business, University of California, Berkeley, USA "Disruption is a double-edged sword and this book helps firms understand how their competitive strategy, people...

This text by Cliff Bowman and David Asch is designed for courses in strategic management, business strategy and business policy. It will be particularly suitable for MBAs, post experience students and undergraduates taking a one semester course. It will also appeal to practising managers in a wide range of organisations who are interested in developing a sound understanding of strategic issues. The book avoids an overly theoretical approach, concentrating instead on new ideas concerning the content and process of strategy and blending this with empirical findings in the area. The result is a...

Considers the key role of corporate centres within very large, primarily multi-business organisations. This work presents a corporate configurations model which demonstrates four ways in which corporate centres can add significant value. It also tackles important issues incorporating theoretical and practical dimensions.

The book describes what it means to say the world is complex and explores what that means for managers, policy makers and individuals.
The first part of the book is about the theory and ideas of complexity. This is explained in a way that is thorough but not mathematical. It compares differing approaches, and also provides a historical perspective, showing how such thinking has been around since the beginning of civilisation. It emphasises the difference between a complexity worldview and the dominant mechanical worldview that underpins much of current management practice. It defines the...