On competition / Michael E. Porter.
Material type:
TextSeries: Harvard business review book seriesPublication details: Boston, MA : Harvard Business School Pub., c2008.Edition: Updated and expanded edDescription: xxxi, 544 p. : ill. ; 24 cmISBN: - 142212696X (hbk.)
- 9781422126967 (hbk.)
- Harvard business review.
- 658.4012 POR
| Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|---|
| Standard Loan | Moylish Library Main Collection | 658.4012 POR (Browse shelf(Opens below)) | 1 | Available | 39002100402230 | ||
| Standard Loan | Thurles Library Main Collection | 382.1042 POR (Browse shelf(Opens below)) | 0 | Available | R10567KRCC |
Enhanced descriptions from Syndetics:
For the past two decades, Michael Porter's work has towered over the field of competitive strategy.
On Competition, Updated and Expanded Edition brings together more than a dozen of Porter's landmark articles from the Harvard Business Review . Five are new to this edition, including the 2008 update to his classic "The Five Competitive Forces That Shape Strategy," as well as new work on health care, philanthropy, corporate social responsibility, and CEO leadership.
This collection captures Porter's unique ability to bridge theory and practice. Each of the articles has not only shaped thinking, but also redefined the work of practitioners in its respective field. In an insightful new introduction, Porter relates each article to the whole of his thinking about competition and value creation, and traces how that thinking has deepened over time.
This collection is organized by topic, allowing the reader easy access to the wide range of Porter's work.
Parts I and II present the frameworks for which Porter is best known--frameworks that address how companies, as well as nations and regions, gain and sustain competitive advantage. Part III shows how strategic thinking can address society's most pressing challenges, from environmental sustainability to improving health-care delivery. Part IV explores how both nonprofits and corporations can create value for society more effectively by applying strategy principles to philanthropy. Part V explores the link between strategy and leadership.Includes bibliographical references and index.
Porter was the first to bridge the field of industrial organization with the field of management, effectively forging the new field of competitive strategy.
Table of contents provided by Syndetics
- Part I Competitive Strategy: Core Concepts
- 1 The Five Competitive Forces That Shape Strategy (January 2008 HBR Version)
- 2 What Is Strategy?
- 3 How Information Gives You Competitive Advantage
- 4 Strategy and the Internet (NEW TO THIS EDITION, 2001 HBR article)
- 5 From Competitive Advantage to Corporate Strategy
- Part II The Competitiveness of Locations
- 6 The Competitive Advantage of Nations
- 7 Clusters and Competition: New Agendas for Companies, Governments, and Institutions
- 8 Competing Across Locations: Enhancing Competitive Advantage through a Global Strategy
- Part III Competitive Solutions to Societal Problems
- 9 Green and Competitive: Ending the Stalemate
- 10 The Competitive Advantage of the Inner City
- 11 Redefining Competition in Health Care (NEW TO THIS EDITION, 2004 HBR article)
- Part IV Strategy, Philanthropy, and Corporate Social Responsibility
- 12 Philanthropy's New Agenda: Creating Value (1999 HBR article)
- 13 The Competitive Advantage of Corporate Philanthropy (2002 HBR article)
- 14 Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility
- Part V Leadership
- 15 Seven Surprises for New CEOs (2004 HBR article)