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The arrival of the Allies in Italy in July 1943 was not the result of an impromptu decision, but rather of a prolonged debate that involved both political and military agencies in London and Washington for the first four years of the Second World War. The decision to pursue the defeat of the Axis through the invasion of Sicily had been reached by the Anglo-American leaders at Casablanca, in January 1943. The choice to give precedence to Italy in the framework of the European war was by no means a foregone conclusion, and its importance in the strategic developments of World War II in Europe has often been underestimated. This research seeks to re-evaluate the role that the ​elimination of Italy played in the overall strategy developed by the Allies during the first phase of the Mediterranean conflict. The analysis of the political debates, military planning, and strategic appreciations produced by Anglo-American decision-makers in the 1939-1943 period shows that the Allied wartime interest in Italy, its defeat and the occupation of its territory was the result of a long-term design.

Allied military planning --- Mediterranean Strategy --- Mediterranean strategy --- Allied occupation of Italy --- Wartime Planning --- World War II

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Supply Chain Management (SCM) has been widely researched in numerous application domains during the last decade. Despite the popularity of SCM research and applications, considerable confusion remains as to its meaning. There are several attempts made by researchers and practitioners to appropriately define SCM. Amidst fierce competition in all industries, SCM has gradually been embraced as a proven managerial approach to achieving sustainable profits and growth. This book "Supply Chain Management - Applications and Simulations" is comprised of twelve chapters and has been divided into four sections. Section I contains the introductory chapter that represents theory and evolution of Supply Chain Management. This chapter highlights chronological prospective of SCM in terms of time frame in different areas of manufacturing and service industries. Section II comprised five chapters those are related to strategic and tactical issues in SCM. Section III encompasses four chapters that are relevant to project and technology issues in Supply Chain. Section IV consists of two chapters which are pertinent to risk managements in supply chain.

Business logistics. --- Supply chain management --- Industrial management --- Logistics --- Business strategy

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The Netherlands have a long-termstanding experience concerning regarding the reuse of churches. The work delivers an in-depth analysis of current re-use practises and strategies that is following a mixed methods approach. Based on an initial policy analysis, 35 re-used churches were investigated by mapping their spatial and structural characteristics, complemented by governance and planning process related attributes. The work provides conditions, enablers and barriers for the German situation.

Umnutzung --- Kirchengebäude --- Netherlands --- Niederlande --- Strategie --- Strategy --- Church buildings --- Re-Use

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This Open Access book explores the meaning and roles that strategy and leadership play in our lives. Based on decades of experience, the author contemplates whether we believe strategic leadership exists because it actually exists, or whether it exists because we believe it does? Both answers are true. The author argues that the duality of the essence of strategic leadership is clear. It may appear to be personalised, or it may seem to be an important characteristic of the organization enacted everywhere where there is guidance. In fact, the discussion about strategic leadership raises more questions. In this thought-provoking book, the author puts forward a robust critical assessment of one of the most widely used concepts in management research and practice. Beginning with an ontological and historical discussion around which the concept of strategic leadership has developed, the book continues to discuss the phenomenon of strategic leadership. Utilising a post-modern perspective and by heavily drawing on concepts such as hegemony and ideology, the author then discusses the role of organizational culture and networks, as well as the underlying tensions that come associated with strategic leadership.

Business strategy --- strategic direction --- power --- hegemony --- organisational tensions --- organisational culture

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This open access book clarifies confusions of strategy that have existed for nearly 40 years through the core thoughts of three fundamental elements. Unlike the traditional definition of strategy as "a plan to achieve a long-term goal from overall considerations”in a linear view, this book defines strategy from non-linear viewpoint as it is in the real world. The art of a strategy lies not only in the determination of development goals, but also in the identification of development problems and putting forward overall guiding ideology of solving problems. Rich illustrations as well as numerous business and military cases are presented in helping readers to understand the fundamental elements of strategy. The general scope of the book includes introductions to the three fundamental elements of strategy, three-sub decisions of a complete strategic decision, incomplete strategies, relationship between tactic and strategy, three elements of competitive and corporative strategies. There may be biases in company-level, real strategic decision-making which makes a complete strategy not necessarily a perfect one. The book introduces biases and reasons for the biases, helping industrial strategic decision-makers understand the importance of knowing the nature of the company, the industry and its environment. In addition, this book also presents principles and evaluation approaches of strategic decisions, explores the reasons for the excessive definitions of the strategy concept, and discusses directions of future’s research tasks. The book will benefit business managers who are interested in knowing what a complete strategic decision is and how to avoid errors or biases in strategic decision-making. It also benefits students in business schools (especially in MBA/EMBA programs) who are (or will be) on executive positions. Academic researchers may find it is interesting to understand strategy from the view of the three elements. The new view provides a novel insight into strategy and promotes several research directions in the future. The three elements of strategy are also applicable to military strategies and readers who are interested in military and may find its value as well.

Management & management techniques --- Operational research --- Business & management --- Management --- Operations Research/Decision Theory --- Business and Management, general --- Operations Research and Decision Theory --- Business and Management --- business strategy --- competitive strategy --- strategic decision --- tactics and strategy --- evaluation of strategy --- assessment of strategy --- future of strategy study --- China's cases in management --- open access --- Management decision making --- Business & Management --- Business planning. --- Operations research. --- Strategic planning.