Good strategy, bad strategy: the difference and why it matters
(Book)
Argues that a manager's central responsibility is to create and implement strategies, challenges popular motivational practices, and shares anecdotes discussing how to enable action-oriented plans for real-world results.
Notes
Rumelt, R. P. (2011). Good strategy, bad strategy: the difference and why it matters. New York, Crown Business.
Chicago / Turabian - Author Date Citation (style guide)Rumelt, Richard P. 2011. Good Strategy, Bad Strategy: The Difference and Why It Matters. New York, Crown Business.
Chicago / Turabian - Humanities Citation (style guide)Rumelt, Richard P, Good Strategy, Bad Strategy: The Difference and Why It Matters. New York, Crown Business, 2011.
MLA Citation (style guide)Rumelt, Richard P. Good Strategy, Bad Strategy: The Difference and Why It Matters. New York, Crown Business, 2011.
Record Information
Last Sierra Extract Time | Apr 24, 2024 08:00:23 PM |
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Last File Modification Time | Apr 24, 2024 08:01:05 PM |
Last Grouped Work Modification Time | Apr 26, 2024 02:10:38 AM |
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100 | 1 | |a Rumelt, Richard P. | |
245 | 1 | 0 | |a Good strategy, bad strategy :|b the difference and why it matters /|c Richard P. Rumelt. |
250 | |a 1st ed. | ||
260 | |a New York :|b Crown Business,|c c2011. | ||
300 | |a xii, 322 p. :|b ill. ;|c 25 cm. | ||
504 | |a Includes bibliographical references (p. [299]-309) and index. | ||
520 | |a Argues that a manager's central responsibility is to create and implement strategies, challenges popular motivational practices, and shares anecdotes discussing how to enable action-oriented plans for real-world results. | ||
650 | 0 | |a Strategic planning. | |
650 | 0 | |a Strategy. | |
650 | 0 | |a Planning. | |
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