Strategic Development

Brooke (1996, p. 33) defines corporate strategy as ‘determining a sense of direction, a set of objectives, for a company and appropriate routes in order to achieve the objectives [which] ... do not have to be articulated or committed to a carefully thought-out document’. Clearly, the commercial environment and the broader context within which a firm operates, as well as its internal core competencies, are an influential factor in such a fluid process. Further, corporate strategy and its development can be considered both with respect to the general issues which are relevant to most firms, and also those which concern a decision to expand beyond national boundaries and go international. These issues have of course received extensive attention by researchers writing within strategic management and international business disciplines, especially from the economics angle. Here the implications of sociocultural factors for strategic decisions are explored

Business · Context (archaeology) · Core competency · Economics · Geography · Knowledge management · Management · Management science · Order (exchange) · Political science · Process (computing) · Process management · Set (abstract data type) · Strategic management · Strategic planning · Computer Science · Engineering · Global and Cross-Cultural Management · Marketing

• Race and the Tourist Bubble in Downtown Atlanta

  Open Access•Harvey K Newman•Urban Affairs Review•2002

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