Найти книгу: "Toward a New Maritime Strategy"

The book examines the evolution of American naval thinking in the post-Cold War era. It recounts the development of the U.S. Navy’s key strategic documents from the fall of the Berlin Wall in 1989 to the release in 2007 of the U.S. Navy’s maritime strategy, A Cooperative Strategy for 21st Century Seapower. An insightful and penetrating intellectual history, it critically analyzes the Navy’s way of thinking and ideas, and recounts how they interacted with those that govern U.S. strategy to shape the course of U.S. naval strategy in the post-Cold War era.The book explains how the Navy arrived at its current strategic outlook and why it took nearly two decades for the Navy to develop a maritime strategy in an era in which the relative saliency of such should have been more apparent to Navy leaders. The author, a Navy captain, doesn’t shy from taking to task the institution and its leaders for their narrow worldview and failure to understand the virtues and contributions of American sea power, particularly in an era of globalization.It describes the reasons behind the Navy’s late development of a maritime strategy during the post-Cold War era. It recounts the origins and evolution of the Navy’s distinctive way of thinking and ideas about sea power since before the Second World War, particularly how they shaped and were shaped by the Navy’s Cold War experiences.It argues that the Navy’s way of thinking and ideas, and how they interacted those that governed U.S. strategy, bounded and channeled U.S. naval strategy away from a maritime approach as they had during the Cold War. It took an implausible series of events for one to emerge, including a losing war in Iraq—that called into question long-standing assumptions about U.S. strategy, threatened the Navy’s relevance, and brought about a systemically oriented U.S. strategic approach—and the appearance of two maritime-minded Navy leaders.It focuses on the process by which the Navy developed its strategic documents, the process where institutional ideas are assembled, negotiated, and reshaped in light of other influences—i.e., the direction of U.S. strategy, budgetary constraints, perceived threats, and the competing interests of other domestic and institutional actors—because even though the subject is American naval thinking (and here it must be emphasized that the concept itself is somewhat metaphorical as only people can think), that is how real strategy is made.

Although new ventures’ competitive positioning and their founders’ social networks are both recognized as important in the context of transition economies, not much is known about their multiplicative effect on performance. We build on the strategic management literature and social network theory to develop theoretical predictions about the role of competitive strategies and social capital for entrepreneurial performance. These are tested with survey data from Bulgaria. We find that both the venture’s competitive strategic positioning and the founder’s networking positively influence performance. The hypothesized moderating effect of networking for the relationship between differentiation strategy and performance received only tentative support. Contrary to expectations, we find a negative moderating effect of networking for the relationship of cost leadership with performance. These results suggest that the entrepreneur’s network plays a role in shaping how strategies influence performance by possibly upholding differentiation and deemphasizing cost leadership strategy. Implications for managerial practice and public policy are discussed.

Полный вариант заголовка: «Du commerce maritime : Tome 2 : de son influence sur la richesse et la force des Etats, demontree par l'histoire des nations anciennes et modernes : situation actuelle des puissances de l'Europe, considerees dans leurs rapports avec la France et l'Angleterre : reflexions sur l'armement en course, sa legislation et ses avantages / par Xavier Audouin».

Полный вариант заголовка: «Du commerce maritime : Tome 1 : de son influence sur la richesse et la force des etats : demontree par l'histoire des nations anciennes et modernes : situation actuelle des puissances de l'Europe, considerees dans leurs rapports avec la France et l'Angleterre : reflexions sur l'armement en course, sa legislation et ses avantages / par Xavier Audouin».

Reconsider Strategy and Make Planning Relevant In Bringing Strategy Back, strategy expert Jeffrey Sampler cuts through the clutter to reveal exactly why the usual tools of strategy are so sorely out of sync with our needs: windows of opportunity close far faster than they once did, many of these opportunities are smaller than they once were, growth rates are uneven across markets, and today's competition is more asymmetrical than ever. The upshot for managers is that they need to reorient their approach to absorb the shocks and surprises that strike at a moment's notice. Only then can strategic planning reliably play its part. Leaders all around the world at organizations of any size and type will benefit by shedding their obsolete notions about strategy and becoming more resilient. Bringing Strategy Back rises to the challenge and presents a new prescriptive model. It introduces four «strategic shock absorbers» that enable leaders to build resilient organizations that can withstand even the most unexpected global turbulence. Based on the author's in-depth research in the world's most tempestuous markets, the model delivers several must-have qualities that interact and work together in an ongoing process: Accuracy, Agility, Momentum, and Foresight. With this new framework, Bringing Strategy Back shows how to be prepared and proactive, rather than reactive, even when the future is uncertain.