Overview

Traditionally, analysis of strategic management has divided the focus between a business and corporate level. This text goes beyond that to help readers recognize the interplay of the ""how"" and ""which"" of strategy. It embraces the integrated nature of learning to avoid the compartmentalization of strategy concepts. Strategic Management in Emerging Markets: Aligning Business and Corporate Strategy has three uniquely valuable components. First, it identifies and integrates corporate and business strategy levels along with their co-evolution; enabling readers to better understand strategic alignment. Secondly, there is an explicit presentation of strategy for emerging markets which utilizes original theory and cases to help readers to better identify and succeed in high growth business contexts. Thirdly, it presents an integrative and comprehensive case study of an international corporation, Inchcape Inc., which is designed specifically to facilitate cumulative and holistic learning. The book focuses on newer aspects of strategy theory and the hallmarks of emerging markets, such as dynamic capabilities, environmental turbulence, and the difficulties associated with strategic choice and execution in complex business environments. An appreciation of the role of megatrends is also a key aspect since emerging markets evolve at much faster rates than slower growth developed economies. Appealing to practitioners and students of strategic management and international business, the book bridges conceptual and practical realms of strategy generating intellectual synergies for the reader and enhancing the learning experience.

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9781787541665

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This book describes strategic management in emerging markets, discussing strategy development in that context; the basics of strategy and strategic management; corporate and business strategy; contemporary corporate strategies, including integration, intensive, diversification, and defensive strategies; strategic paradigms, including market and resource-based views; generic strategies in relation to cost leadership, product differentiation, niche/focus, and pricing strategies; and business models and strategy. Case studies are provided in each chapter.--Annotation (c)2019 (protoview.com)

This book describes strategic management in emerging markets, discussing strategy development in that context; the basics of strategy and strategic management; corporate and business strategy; contemporary corporate strategies, including integration, intensive, diversification, and defensive strategies; strategic paradigms, including market and resource-based views; generic strategies in relation to cost leadership, product differentiation, niche/focus, and pricing strategies; and business models and strategy. Case studies are provided in each chapter. -- Annotation (c)2019 * (protoview.com) *

Author Information

Krassimir Todorov is a senior lecturer in Strategic Management at the University of Finance, Business and Entrepreneurship, Sofia, Bulgaria. He also works as a Country Manager in Bulgaria for the international company FCC Environment. Previously, he has occupied various senior executive positions at Inchcape Plc, London (FTSE 250), Toyota Balkans, and TM Auto. He holds a Professional MBA degree in the field of Strategic Management from the Executive Academy of Vienna University of Economics and Business, Austria (2014-2016), as well as a PhD degree in Management Accounting from the University of National and World Economy, Sofia, Bulgaria.  Yusaf H. Akbar is an Associate Professor of Management at Central European University. has also published widely in the field of global strategy, and is Founding Editor of the International Journal of Emerging Markets. Previously, he has completed Visiting Researcher positions at University of Trieste and the Wirtschaftsuniversiteit in Vienna, and was a Senior Fellow at the Institute for Advanced Study at CEU. His consulting and professional references include Citibank, Deutsche Telekom, Siemens and Toyota.

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