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    On Competition (Harvard Business Review (Hardcover)) (Hardback) By (author) Michael E. Porter

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    DescriptionFor 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.


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    Title
    On Competition
    Authors and contributors
    By (author) Michael E. Porter
    Physical properties
    Format: Hardback
    Number of pages: 576
    Width: 164 mm
    Height: 236 mm
    Thickness: 52 mm
    Weight: 1,039 g
    Language
    English
    ISBN
    ISBN 13: 9781422126967
    ISBN 10: 142212696X
    Classifications

    BIC E4L: BUS
    B&T Book Type: NF
    Nielsen BookScan Product Class 3: S4.2
    B&T Merchandise Category: TXT
    LC subject heading: ,
    BIC subject category V2: KJF
    B&T General Subject: 180
    B&T Modifier: Text Format: 40
    Warengruppen-Systematik des deutschen Buchhandels: 17850
    Ingram Subject Code: BE
    LC subject heading: , ,
    BISAC V2.8: BUS035000, BUS069030, BUS055000
    DC22: 338.6048
    LC subject heading: ,
    DC22: 382/.1042
    LC classification: HF1414 .P67 2008
    DC22: 382.1042
    Thema V1.0: KJK, KJF
    Edition
    8002
    Edition statement
    Updated, Expanded ed.
    Publisher
    Harvard Business Review Press
    Imprint name
    Harvard Business Review Press
    Publication date
    01 November 2008
    Publication City/Country
    Boston, MA
    Author Information
    Michael E. Porter is the Bishop William Lawrence University Professor at Harvard Business School. He is the author of seventeen books and numerous articles.
    Table of contents
    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)