Growth at Atlas Group Deliberate or an Emergent Strategy? / Qureshi, Zafar I.
By: Qureshi, Zafar I
Material type:
ArticlePublisher: 2014Description: 119 - 137Subject(s): Business Environment | Uncertainty | Growth Through Acquisitions | Cultural Integration | Bcg Matrix | Divestiture | Leadership Transition | Related Or Unrelated Diversification | Vertical Versus Horizontal Growth | Parenting Advantage | Strategic Planning | Emergent Strategy | Deliberate Strategy
In:
Asian Journal of Management CasesSummary: The Atlas Group had expanded exponentially over the last ten years. Its Chairman, Mr. Yusuf H. Shirazi while drawing satisfaction from the performance of the Group had two key concerns: was launching Atlas Power, a company in the Energy & Power Sector the correct strategic decision and secondly given international market opportunities, at what pace should the Group expand its business outside of the country?
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Ahmedabad (HO) | (Browse shelf) | Vol. 11, Issue. 2 | Available | 018616 |
The Atlas Group had expanded exponentially over the last ten years. Its Chairman, Mr. Yusuf H. Shirazi while drawing satisfaction from the performance of the Group had two key concerns: was launching Atlas Power, a company in the Energy & Power Sector the correct strategic decision and secondly given international market opportunities, at what pace should the Group expand its business outside of the country?
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