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Corporate Strategy and Business Planning

This text seeks to present and explain the concepts, techniques, frameworks and methodologies of strategic management in a concise, straightforward and way. It gives the reader all the essential information needed to identify central issues in strategic management and planning and hence be able to make up his or her own mind on the best approaches to strategic problems.

This text seeks to present and explain the concepts, techniques, frameworks and methodologies of strategic management in a concise, straightforward and way.

International Business Strategy

Provides a phase model of international business development, enabling a company's current and future strategic position and imperatives to be identified

Provides a phase model of international business development, enabling a company's current and future strategic position and imperatives to be identified

Good Strategy, Bad Strategy

The Difference and why it Matters

Even though everyone is talking about it, there is no concept in business today more muddled than 'strategy'. Richard Rumelt, described by McKinsey Quarterly as 'a giant in the field of strategy' and 'strategy's strategist', tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond.Rumelt dispels popular misconceptions about strategy - such as confusing it with ambitions, visions or financial goals - by very practically showing that a good strategy focuses on the challenges a business faces, and providing an insightful new approach for overcoming them. His sharp analysis and his brilliant, bold style make his book stand out from its competitors (something that Rumelt himself says is crucial).Rumelt has always challenged dominant thinking, ever since, in 1972, he was the first person to uncover a statistical link between corporate strategy and profitability - and this is his long-awaited tour de force.

The long-awaited magnum opus from 'strategy's strategist', now in paperback.

Machine Learning for Real-time Strategy Computer Games

A commercial Real-Time Strategy (RTS) game requires an artificial intelligence component, simply called an "AI", capable of providing a human player with a challenging opponent. These AIs must simulate the play style of a competent human player. The AIs of current RTS games can play with multiple levels of skill. However, their simulation of a competent human player is incomplete because they cannot change their tactics to adapt to a human player.

A commercial Real-Time Strategy (RTS) game requires an artificial intelligence component, simply called an "AI", capable of providing a human player with a challenging opponent.

Vocabulary Acquisition in Arabic as a Foreign Language: The Root and Pattern Strategy

For English speakers learning Arabic as a foreign language (L2), lexical acquisition is a major challenge. It is argued that to facilitate L2 Arabic lexical acquisition, teachers should explicitly teach learners to use the root and patterns word formation system unique to Arabic and other Semitic languages. This should raise learners' morphological awareness, which should in turn facilitate word acquisition. However, this claim has not been subjected to empirical research. The central research question of this study is: Does morphological awareness of the main word formation process of root and patterns in L2 Arabic facilitate learners' ability to infer meanings of unknown words, coin new words, and retain words?

For English speakers learning Arabic as a foreign language (L2), lexical acquisition is a major challenge.

Strategy Synthesis

Concise Version

De Wit & Meyera s distinctive, multi-perspective approach has helped thousands of students and professionals around the world develop into critical and creative strategic thinkers. By carefully guiding readers through a variety of perspectives, De Wit & Meyer show how, more than ever, effective strategy requires the ability to consider strategic issues in many different ways. To encourage creative strategic thinking, De Wit and Meyer contrast the most important approaches and outline the major issues and differences of opinion. Managers are challenged to combine the strengths of these approaches into their own strategy synthesis.

Managers are challenged to combine the strengths of these approaches into their own strategy synthesis.