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Books on the topic 'Strategic Implementation Control'

Author: Grafiati

Published: 11 December 2022

Last updated: 26 January 2023

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1

1947-, Robinson Richard B., ed. Strategic management: Formulation, implementation, & control. Chicago: Irwin, 1995.

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2

Pearce, John A. Strategic management: Formulation, implementation, and control. Boston: McGraw Hill Irwin, 2009.

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A, Pearce John. Strategic management: Formulation, implementation, and control. Boston, Mass: McGraw-Hill, 2007.

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1947-, Robinson Richard B., ed. Strategic management: Formulation, implementation, and control. 5th ed. Burr Ridge, Ill: Irwin, 1994.

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5

1947-, Robinson Richard B., ed. Strategic management: Formulation, implementation, and control. 4th ed. Homewood, IL: Irwin, 1991.

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6

Pearce, John A. Strategic management: Formulation, implementation, and control. 6th ed. Chicago: Irwin, 1997.

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1947-, Robinson Richard B., ed. Strategic management: Formulation, implementation, and control. 7th ed. Boston: Irwin/McGraw-Hill, 2000.

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8

A, Pearce John. Strategic management: Formulation, implementation, and control. Boston, MA: McGraw-Hill/Irwin, 2011.

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9

1947-, Robinson Richard B., ed. Strategic management: Formulation, implementation, and control. 9th ed. Boston, Mass: McGraw-Hill, 2005.

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10

S, Wilson R. M. Strategic marketing management: Planning, implementation and control. 3rd ed. Amsterdam: Elsevier/Butterworth-Heinemann, 2005.

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11

S, Wilson R. M. Strategic marketing management: Planning, implementation, and control. 2nd ed. Oxford: Butterworth-Heinemann, 1997.

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12

Wilson, R. M. S. Strategic marketing management: Planning, implementation, and control. Oxford: Butterworth-Heinemann, 1992.

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13

Murphy, James Padraig. Strategic control systems design development and implementation: A case study. Dublin: University College Dublin, Graduate School of Business, 1998.

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14

Pearce, John A. Formulation, implementation, and control of competitivestrategy. 5th ed. Burr Ridge, Ill: Irwin, 1994.

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15

Strategic management: Formulation, implementation, and control in a dynamic environment. New York: Haworth Press, 2003.

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16

Systematic strategic planning: A comprehensive framework for implementation, control, and evaluation. Boca Raton: CRC Press, 2016.

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17

A, Pearce John. Formulation, implementation, and control of competitive strategy. 6th ed. Chicago: Irwin, 1997.

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18

1947-, Robinson Richard B., ed. Formulation, implementation, and control of competitive strategy. Boston: McGraw-Hill Hill, 2009.

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19

Robinson, Richard B. (Richard Braden), 1947-, ed. Formulation, implementation, and control of competitive strategy. 7th ed. Boston: Irwin/McGraw-Hill, 2000.

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20

1947-, Robinson Richard B., ed. Formulation, implementation, and control of competitive strategy. Boston, Mass: McGraw-Hill, 2007.

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21

A, Pearce John. Formulation, implementation, and control of competitive strategy. 4th ed. Homewood, IL: Irwin, 1991.

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22

1947-, Robinson Richard B., ed. Formulation, implementation, and control of competitive strategy. 5th ed. Burr Ridge, Ill: Irwin, 1994.

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23

Fleming, Darrin W. S88 implementation guide: Strategic automation for the process industries. New York: McGraw Hill, 1999.

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24

Fredrik, Nilsson. Controlling for competitiveness: Strategy formulation and implementation through management control. Copenhagen: Copenhagen Business School Press, 2011.

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25

Manufacturing-International, Consortium for Advanced, ed. Hitting the target: The CAM-I target costing implementation guide. [Ojai, CA?]: Novus Publishing, 2005.

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26

Principles of quality costs: Financial measures for strategic implementation of quality management. Milwaukee, Wisconsin: ASQ Quality Press, 2013.

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27

Reford, Robert W. Tracking ambiguity: The role of the Standing Consultative Commission in the implementation of arms control treaties. Ottawa: Department of National Defence, Canada, 1985.

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28

Stepanova, Galina, Vladimir Biryukov, Mayya Livson, Robert Chvanov, and Svetlana Borisova. Strategic management. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1863109.

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The textbook discusses the theoretical, methodological and practical aspects of strategic management in the current interpretation of the XXI century. The vision of the strategic process as proactive management in conditions of a high level of complexity of the external environment is presented. The tools of strategic management, the technology of strategic analysis, the procedure for the development and implementation of the strategy, the principles of management of strategic business units are considered. To consolidate knowledge, self-control questions, practical tasks and test simulators are provided at the end of each chapter. Meets the requirements of the federal state educational standards of higher education of the latest generation. For students of the direction of training 38.03.02 "Management", graduate students, researchers, specialists.

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29

Office, United States Government Accountability. Defense logistics: Better strategic planning can help ensure DOD's successful implementation of passive radio frequency identification : report to Congressional committees. Washington, D.C: United States Government Accountability Office, 2005.

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30

Office, General Accounting. NATO-Warsaw Pact: Issues related to implementation of a Conventional Forces Treaty : report to Congressional Committees. Washington, D.C: U.S. General Accounting Office, 1990.

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31

Office, General Accounting. NATO-Warsaw Pact: Issues related to implementation of a conventional forces treaty : report to congressional committees. Washington, D.C: GAO, 1990.

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32

Sil'vestrov, Sergey, Vladimir Starovoytov, Vladimir Bauer, Aleksandr Selivanov, Vladimir Lepskiy, Aleksandr Raykov, Svetlana Lipina, et al. Strategic planning in the public sector of the economy. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1081855.

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This collective monograph continues a series of scientific studies and publications on the problems of strategic planning, which have been carried out for several years at the Financial University under the Government of the Russian Federation with the involvement of specialists from other scientific and educational organizations. A series of research papers in 2017-2019 was devoted to the analysis of strategic development risks and the analysis of global strategic planning practice, the general methodology of strategic planning and forecasting (including in the context of ensuring Russia's economic security), the approach to the formation of life cycles of preparation and revision of strategic planning documents and their comparative analysis, the experience of coordinating budget, project and process types of management and financing, monitoring risks and threats, the use of new information tools in the strategic planning complex, including blockchain, and also naturally develops such aspects of previous research as analysis of world practice, coordination of budget, project and process types of management and financing, the use of information technologies. However, at the same time, a special task was set — to approach a comprehensive analysis of the strategic planning process as a whole, especially to study its documentary support as the core of the organization of this process and the implementation of its results in the practice of public administration, as well as to analyze the scientific support of strategic planning as an essential aspect of all strategic planning and strategic management activities in the entirety of its aspects (goal setting, forecast, design, programming, planning, control and audit). It is intended for specialists from the humanities, natural sciences and technical fields of knowledge focused on management and development problems, for undergraduates and postgraduates, as well as for a wide audience of management practitioners, including those related to strategic planning processes in the public sector.

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33

Implementation of the New Strategic Arms Reduction Treaty (START) and plans for future reductions in nuclear warheads and delivery systems post-New START Treaty: Hearing before the Subcommittee on Strategic Forces of the Committee on Armed Services, United States Senate, One Hundred Twelfth Congress, first session, May 4, 2011. Washington: U.S. G.P.O., 2012.

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34

United States. Congress. Senate. Committee on Foreign Relations. Implementation of the New START Treaty, and related matters: Hearing before the Committee on Foreign Relations, United States Senate, One Hundred Twelfth Congress, second session, June 21, 2012. Washington: U.S. G.P.O., 2012.

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35

Strategy, National Research Council (U S. ). Committee on the FORCEnet Implementation. FORCEnet implementation strategy. Washington, D.C: National Academies Press, 2005.

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36

Varra, Lucia, ed. Dal dato diffuso alla conoscenza condivisa. Florence: Firenze University Press, 2012. http://dx.doi.org/10.36253/978-88-6655-177-5.

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At the present time, the tourist destination offers a stimulating laboratory for the experimentation of theoretical models and good practices on the subjects of governance, knowledge management and sustainable competition. Growing interest in the study of this territorial context gains impetus from the new approaches and tools that local administrations are starting to introduce in the phases of implementation and control of local strategies. In this respect, the Tourist Destination Observatory (OTD) represents an important innovation, offering a nerve centre for the aggregation and networking of heterogeneous data scattered over the territory as well as a model for the implementation of permanent approaches to social dialogue as prerequisites for the creation of knowledge and for an aware, shared, competitive and responsible development of the destination. The OTD can act as an efficient agent of local change, facilitating the processes of governance, and as a tool of knowledge management for the valorisation of intellectual capital. It is consequently a crucial support for the strategic repositioning of mountain resorts, which can represent valid responses to the emerging new modes of interpreting the holiday.

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37

Mal'shina, Nataliya, and Andrey Garnov. Culture and creative industry: the control of flow processes. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1158704.

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The cultural industry should become attractive for capital investment through the development of project activities, organizational and economic support mechanisms in the form of integrated structures, as well as through the development of mechanisms for its financing: multi-channel cultural financing systems and public-private partnerships that would create prerequisites for the emergence and implementation of new ideas and projects in the field of culture, contributing to its formation as a full-fledged source of state income. As a result of the implementation of this project, original new fundamental theoretical positions and empirical data in the field of the cultural and creative industries were obtained. The research focuses on the analysis of the fundamental foundations of the functioning of the cultural and creative industries, solves the scientific problems of evaluating its effectiveness and justifying the directions of support and financing, develops strategies and mechanisms for the development of the Russian cultural industry in accordance with the specifics and needs of regional economies. For a wide range of readers interested in the development of the cultural industry.

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38

Aartsengel, Aristide van. A Guide to Continuous Improvement Transformation: Concepts, Processes, Implementation. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013.

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39

Aartsengel, Aristide van. Handbook on Continuous Improvement Transformation: The Lean Six Sigma Framework and Systematic Methodology for Implementation. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013.

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40

Pearce, John A., and Richard B. Robinson. Strategic Management: Formulation, Implementation, and Control. 6th ed. Irwin Professional Publishing, 1996.

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41

Strategic Management -- Formulation, Implementation, and Control. 7th ed. McGraw-Hill Primis Custom Publishing, 2002.

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42

Pearce, John A. Strategic Management: Formulation, Implementation, and Control. 9th ed. Irwin/McGraw-Hill, 2004.

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43

Strategic Management: Formulation, Implementation and Control. McGraw-Hill, 2000.

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44

Pearce, John A., and Richard B. Robinson. Strategic Management: Formulation, Implementation, and Control. 8th ed. Irwin/McGraw-Hill, 2002.

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45

Pearce, John A. Strategic Management: Formulation, Implementation, and Control. Irwin/McGraw-Hill, 2004.

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46

Pearce, John A., and Richard B. Robinson. Strategic Management: Formulation, Implementation, And Control. 9th ed. McGraw-Hill Companies, 2005.

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47

Pearce, John A. Strategic Management: Formulation, Implementation, and Control. Irwin/McGraw-Hill, 2005.

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48

Pearce, John A. Strategic Management: Formulation, Implementation, and Control. Irwin/McGraw-Hill, 2005.

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49

Pearce, John A., and Richard B. Robinson. Formulation, Implementation, and Control of Competitive Strategy. McGraw-Hill Companies, 2004.

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50

Pearce, John A., and Richard B. Robinson. Formulation, Implementation, and Control of Competitive Strategy. 9th ed. McGraw-Hill Companies, 2004.

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