Business Strategy books

Part of a series which presents research on global strategic management, this volume focuses on the corporate response to global change. Topics discussed include strategic management and institutional dynamics, and methodological perspectives on the dynamics of national competitive advantage.

Written for HR professionals and all those responsible for talent acquisition, this evidence-based guide explains what candidate experience is, why it matters and how it impacts the bottom line. Candidate Experience discusses why talent acquisition is more than just recruitment and provides expert guidance on all the key phases of the experience: attraction, application, interviewing, offer and onboarding. There is clear explanation of how to use data, metrics and KPIs to track and measure candidate experience as well as essential coverage of how to excel at recruitment in a post-Covid world from remote interviewing to surge hiring and identifying the new skills a company needs to thrive. This book takes a strategic approach to candidate experience and offers advice on how to deal with business resistance whether this is due to cost, time, regulation or perceived value. Supported by insights from more than 10 years of research in the area from over 1,200 companies and over 1.25 million candidates, practical tools such as a business impact calculator and case studies from organizations including AT&T, Walgreens and Deluxe, this is essential reading for all those responsible for acquiring and engaging the talent the business needs to succeed. Table of contents Chapter - 00: Preface - About Talent Board and the Candidate Experience Awards; Chapter - 01: What Is Candidate Experience?; Chapter - 02: Why Is the Candidate Experience Journey So Important?; Chapter - 03: The Business Impact of Candidate Experience; Chapter - 04: Improving the Attraction Phase; Chapter - 05: Improving The Application Phase; Chapter - 06: Improving Screening and Interviewing; Chapter - 07: How to Reject Candidates with Empathy; Chapter - 08: Get Hiring Manager Support; Chapter - 09: Improving the Hire Phase; Chapter - 10: Overcoming Resistance to Improving Candidate Experience; Chapter - 11: Getting Leadership Buy-in to Improve Candidate Experience; Chapter - 12: Diversity, Equity and Inclusion Candidate Experience Considerations; Chapter - 13: Recruiting Technology Candidate Experience Considerations; Chapter - 14: Working with Recruiting Agencies and Improving Candidate Experience; Chapter - 15: The Future of Candidate Experience About the authors Kevin W. Grossman is the President of Talent Board, a research organization which provides industry benchmarks to show the business impact of effective candidate experience. Based in Santa Cruz, California, he has more than 22 years' experience in human capital and talent acquisition strategy and is responsible for the Candidate Experience Awards worldwide. Adela Schoolderman was the Director of Learning Programs and Advisory Services at Talent Board. Based in Seattle, Washington, she has 14 years' experience in talent acquisition, specializing in management consulting and technology recruiting within the financial services, life sciences, healthcare, retail and hospitality industries.

Management consulting has a reputation for equipping smarter-than-average people with powerful business tools so they can help organizations to grow and advance. But those who chose business leadership and managerial roles rather than a career in consultancy have until now had little access to these tools. Consultant Me does what no management consulting firm has ever done before; share these powerful tools and training in a way that allows regular business people to understand and use them. With organizations actively working to reduce their management consulting spend just as they are being impacted by the greatest rate of change seen in three decades, there is not a better time to up-skill the tens of millions of leaders and managers upon whom our economies rely. Consultant Me enables organizations to enhance their leaders' and managers' performance by deploying their knowledge of the business and their industry using better, up-to-the-minute methodology. If they require additional knowledge from external consultants they can source it from the on-demand providers. What they’ve lacked is the proven steps to take any topic from identification to impact. That’s what management consultants know how to do. And so too, now, can they.

Reflects the current state-of-the-art research in the alliance field. It is based on thirty-six papers contributed by leading academics at a conference hosted by Professors Contractor and Lorange at IMD, Switzerland. A follow-up to the original conference this book reflects the latest thinking within this field. While the papers have an academic tone, they abound with practical insights and recommendations for alliance practice. Cooperative Strategies in International Business contains papers presented at a conference fifteen years ago hosted by Professors Contractor and Lorange and held at Rutgers University, USA. The book, had a strong impact on the field of international management and strategy, and presaged the explosive growth of alliances over the last decade. It remains today a landmark reference volume, and its papers are still widely read and referenced in companies, MBA and doctoral programs in Business Management worldwide. Together both books provide an indispensable set for academics, policy makers, consultants and strategists involved in strategic alliances.

Enormous amounts of money are made and lost through activities related to Mergers, Acquisitions, Demergers, Buyouts and Alliances. It is a major management pre-occupation in many organisations in both the private and public sectors, in almost all parts of the world. Yet, there is a vast difference between those organisations who appear to manage these processes successfully and those who do not. As a result, there is a particularly critical role for more effective learning. This subject area has been extensively covered by "Long Range Planning" and this volume brings together a substantial selection of the key papers published by the Journal on the subject over the past 30 years. This is a volume of articles based on the research, case studies and practical experience of leading authorities that stand the test of time. It is a volume that should be read and digested by anyone concerned with any aspect of this particularly challenging area.

Relationships of individual and groups among three-plus firms represent the cornerstone concept in business-to-business (B2B) contexts. The three-plus firms include manufacturer-supplier to manufacturer-customer to distributor-customer, and facilitators (e.g., transportation and management consulting firms). The common thread of the five papers in this volume is that making sense and achieving deep knowledge of three-plus B2B relationships are necessary antecedents for achieving high operating effectiveness, high (on-time) efficiency, and sustaining profits for each firm in these relationships. As the titles of the five papers imply, reading the volume provides deep insights into the specifics of how high performing three-plus B2B relationships influences these three major objectives of the firm: National Cultures? Impacts on Western Industrial Buyer-Seller Relational Process Models; Developing Guanxi Relations; Industrial Buyer-Seller Relations in a Chinese Context; Adaptation in Business Contexts; Working Triadic Relationships; How Do Managers See It? Capturing Practitioner Theories via Network Pictures.

Disruption is back with a vengeance. If ever there was a time to learn how to adapt, grab opportunities and bounce back - it's now. Learn how to keep your business relevant, meet new customer expectations and leverage technology. Bestselling author and business influencer Tom Goodwin is back with this entirely revised new edition of Digital Darwinism. This book guides you through the unrelenting pace of change and uncertainty facing business leaders today. Currently in a hybrid world where digital and real-world experiences collide and are expected to seamlessly blend into one another, never has the need to be on top of your digital transformation been felt more strongly. With new expectations from customers and employees alike, how will your business grow and survive the future? Learn how to become truly customer-centric, drive digital transformation through a culture of real innovation and challenge assumptions of how things have been done before. The survival of your business depends on it. About the author Tom Goodwin is a writer, speaker and advertising and media provocateur and consultant. He has been voted a top 10 voice in Marketing by LinkedIn, one of 30 people to follow on Twitter by Business Insider, and a 'must-follow' by Fast Company. An industry commentator on the future of marketing and business, he is a columnist for TechCrunch and Forbes and frequent contributor to the Guardian, GQ, Ad Age, Wired, Ad Week, Inc, MediaPost and Digiday. He is based between London, UK, and New York City in the United States. Table of contents Chapter - 01: Business in the age of disruption; Chapter - 02: The three phases of change; Chapter - 03: Disruption and the paradigm shift; Chapter - 04: The third era of management; Chapter - 05: Starting your digital transformation; Chapter - 06: How to provoke and inspire change; Chapter - 07: Creating a vision to transform; Chapter - 08: Operations for the digital age; Chapter - 09: A culture for transformation; Chapter - 10: Rethinking your future;

Game Theory has served as a standard text for game theory courses since the publication of the First Edition in 1968. The Fourth Edition updates several recently developed subfields. It adds fresh chapters on subjects such as games with incomplete information and spatial games. Owen has expanded "Two-Person General-Sum Games" into two chapters, the second becoming "Two-Person Cooperative Games." There are new sections in the chapters "Two-Person Cooperative Games" and "Indices of Power," and there is new information throughout the book on non-cooperative games. "Game Theory" remains the only book to cover all salient aspects of this field that, having displaced Keynesian economics, is making inroads throughout the social sciences. The key features are: it explains work of 1994 Nobel Prize Winners; it provides full expansion of cooperative game theory sections; it covers games with incomplete information; it includes a spatial games section that features many illustrations; and, it includes an updated bibliography.

As we move into the 21st century, the world seems a smaller place - transportation costs continue to fall, fiber optic networks speed information around the planet, and corporations operate on a global scale. One might reasonably ask whether location really matters anymore. Despite these trends - perhaps because of them - the last few years have witnessed a rapid rise in interest in "place" and "space" across the social sciences. While the importance of distance declines, strategic interest in location appears greater than ever. This volume draws together researchers from a variety of disciplines - economics, geography, marketing, organizational behavior, sociology, and urban planning - working at the forefront of this wave to explore some of the important ways in which location matters for firms in the 21st century.

In recent years, a new spectacular group of entrepreneurs in China called Chinese Returnee Entrepreneurs (CREs) has emerged. Not only have they contributed enormously to the rapid growth of the Chinese economy, but they also have connected China to the outside world in today's globalized economy. This book examines the literature on the returnee phenomena and assesses the impact and influence of Chinese Returnee Entrepreneurs. This is the first major empirical study to evaluate the impact of CREs in the Chinese globalization process. It also examines the roles, drivers, strategies, and performances of CREs on environment-strategy linkages in a strong emerging economy. The research highlights the significance of strategies, drivers, constraints, and performance relations for CREs success in shaping their operational framework in China. The findings of this study suggest that CREs have become a driving force in Chinese globalization, dominating the internet, IT and media industries. They have become leading players in the Chinese hi-tech industries, as well as the best team players and social capital users of international guanxi. The study reveals that CREs' competitive advantages lie in their strategies utilizing technology, team work, market approach, social connections, professional qualifications, and international working experience.