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020			_a9783031287084
024	7		_a10.1007/978-3-031-28708-4 _2doi
040			_aES-VaUEC _bspa _cES-VaUEC _dES-VaUE
050		4	_aHD30.28 _b2023 EB
100	1		_aGilinsky, Armand _cJr. _eautor _0(orcid)0000-0001-8650-9825 _4aut _4http://id.loc.gov/vocabulary/relators/aut _9518153
245	1	0	_aBusiness Strategy for a Better Normal : _bConcepts and Cases _cby Armand Gilinsky
250			_a1st ed 2023
264		1	_aCham _c2023 _bSpringer International Publishing
300			_a1 recurso en línea
336			_atexto _btxt _2rdacontent
337			_aelectrónico _bc _2rdamedia
338			_arecurso electrónico _bcr _2rdacarrier
490	0		_aSpringer
505	0		_aChapter 1-Strategic Thinking -- Chapter 2-Organizational Cultures -- Chapter 3-Scanning The Environment -- Chapter 4-Industry Attractiveness -- Chapter 5-Competing -- Chapter 6-Diversity, Equality, Inclusion And Diversification -- Chapter 7-Contemplating Globalization -- Chapter 8-Innovation And The Changing Workplace -- Chapter 9-Governance.
520			_a"This book fills a major gap in thinking proactively about the future of businesses and preparing leadership teams to succeed. The topics and the mini-cases are both current and compelling, illustrating the emerging choices that companies will need to make in the second half of the 21st century and providing them the tools to make choices that will optimize the returns to all of their stakeholders." -John Elstrott, Chairman (retired) Whole Foods Markets, New Orleans, Louisiana, USA "A clear road map for leaders seeking to empower their followers, organizations, and industries to innovate during unexpected and challenging times in order to maintain competitive advantage in a diversified, equitable and inclusive culture." -Amelia Ceja, President & CEO, Ceja Vineyards, Napa, CA USA This book examines how leaders can use strategic thinking to transform their followers, organizations, and industries in the wake of societal shocks like COVID-19 that require re-balancing both leadership and business models. It is organized around a new triumvirate of strategic thinking concepts for the better normal, explained in a 3S Model: Style, Situation, and Strategic Orientation. The environment (situation) creates or deters opportunities that are pursued by leaders with the propensity (style) and the potential (strategy) to develop them. In the face of ongoing crises such as COVID-19, natural disasters, political upheaval, and climate change, the author proposes that the field of strategic management needs to rethink and update traditional frameworks in order to offer business models more applicable in a rapidly changing environment. Addressing topics such as sustainability and diversity, this pivotal text offers fresh strategic thinking and presents illustrative examples and case studies about organizations grappling with making decisions in a dynamically different "new normal." Armand Gilinsky is the F Korbel Professor of Wine Business at Sonoma State University, USA, where he has taught strategy and entrepreneurship since 1994. He has authored over 50 published business case studies and several articles on entrepreneurial strategy and socially responsible entrepreneurship. He has served as President of the North American Case Research Association, a group of some 500 case research professionals. Dr. Gilinsky has extensive consulting experience in strategic planning, competitive strategy, and developing business and financial plans.
988			_aSpringer_Business_2023
650		7	_2embne _930801 _aPlanificación de empresas
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-3-031-28708-4 _zAcceso a este recurso digital (usuarios Universidad Europea de Valencia)
942			_2lcc _cLE _n0
998			_b01/2024 _db _el _zSI