Exploring Strategy Text and Cases PDF eBook

Höfundar: Gerry Johnson, Richard Whittington, Patrick Regner, Kevan Scholes, Duncan Angwin
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Exploring Strategy Text and Cases PDF eBook

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Rafbók til leigu í 90 daga. Útgáfa: 11

Efnisyfirlit

  • Exploring Strategy Text and Cases
  • Brief Contents
  • Contents
  • Case Studies
  • Illustrations and Thinking Differently
  • Preface
    • Advisory Board
  • Exploring Strategy Features
  • Exploring Strategy Online
  • Exploring Strategy
  • 1 Introducing Strategy
    • Learning outcomes
    • Key terms
    • 1.1 Introduction
    • 1.2 What is Strategy?1
      • 1.2.1 Defining strategy
      • 1.2.2 The purpose of strategy: mission, vision, values and objectives
      • 1.2.3 Strategy statements
      • 1.2.4 Levels of strategy
    • 1.3 The Exploring Strategy Framework
      • 1.3.1 Strategic position
      • 1.3.2 Strategic choices
      • 1.3.3 Strategy in action
    • 1.4 Working with Strategy
    • 1.5 Studying Strategy
    • 1.6 Exploring Strategy Further
      • 1.6.1 Exploring strategy in different contexts
      • 1.6.2 Exploring strategy through different ‘strategy lenses’
    • Summary
    • Work Assignments
    • Recommended Key Readings
    • References
  • Part I The Strategic Position
    • 2 Macro-Environment Analysis
      • Learning outcomes
      • Key terms
      • 2.1 Introduction
      • 2.2 Pestel Analysis
        • 2.2.1 Politics
        • 2.2.2 Economics
        • 2.2.3 Social
        • 2.2.4 Technology
        • 2.2.5 Ecological
        • 2.2.6 Legal
        • 2.2.7 Key drivers for change
      • 2.3 FORECASTING
        • 2.3.1 Forecast approaches
        • 2.3.2 Directions of change
      • 2.4 SCENARIO ANALYSIS
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • 3 Industry and Sector Analysis
      • Learning outcomes
      • Key terms
      • 3.1 Introduction
      • 3.2 THE COMPETITIVE FORCES
        • 3.2.1 Competitive rivalry
        • 3.2.2 The threat of entry
        • 3.2.3 The threat of substitutes
        • 3.2.4 The power of buyers
        • 3.2.5 The power of suppliers
        • 3.2.6 Complementors and network effects
        • 3.2.7 Defining the industry
        • 3.2.8 Implications of the Competitive Five Forces
      • 3.3 INDUSTRY TYPES AND DYNAMICS
        • 3.3.1 Industry types
        • 3.3.2 Industry structure dynamics
          • The industry life cycle
          • Comparative industry structure analyses
      • 3.4 COMPETITORS AND MARKETS
        • 3.4.1 Strategic groups19
        • 3.4.2 Market segments
        • 3.4.3 Critical success factors and ‘Blue Oceans’
      • 3.5 Opportunities and Threats
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • 4 Resources and Capabilities
      • Learning outcomes
      • Key terms
      • 4.1 Introduction
      • 4.2 FOUNDATIONS OF RESOURCES AND CAPABILITIES
        • 4.2.1 Resources and capabilities
        • 4.2.2 Threshold and distinctive resources and capabilities
      • 4.3 DISTINCTIVE RESOURCES AND CAPABILITIES AS A BASIS OF COMPETITIVE ADVANTAGE
        • 4.3.1 V – value of resources and capabilities
        • 4.3.2 R – rarity
        • 4.3.3 I – inimitability
          • Complexity
          • Causal ambiguity9
          • Culture and history
        • 4.3.4 O – organisational support
        • 4.3.5 Organisational knowledge as a basis of competitive advantage
      • 4.4 DIAGNOSING RESOURCES AND CAPABILITIES
        • 4.4.1 VRIO analysis
        • 4.4.2 The value chain and value system
          • The value chain
          • The value system
        • 4.4.3 Activity systems
        • 4.4.4 Benchmarking
        • 4.4.5 SWOT23
      • 4.5 Dynamic capabilities
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • 5 Stakeholders and Governance
      • Learning outcomes
      • Key terms
      • 5.1 Introduction
      • 5.2 STAKEHOLDERS1
        • 5.2.1 Stakeholder groups
        • 5.2.2 Stakeholder mapping2
          • Power4
          • Attention
        • 5.2.3 Owners
      • 5.3 Corporate governance
        • 5.3.1 The governance chain
        • 5.3.2 Different governance models
          • A shareholder model of governance
          • The stakeholder model of governance
        • 5.3.3 How boards of directors influence strategy
      • 5.4 SOCIAL RESPONSIBILITY AND ETHICS22
        • 5.4.1 Corporate social responsibility
        • 5.4.2 The ethics of individuals and managers
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • 6 History and Culture
      • Learning outcomes
      • Key terms
      • 6.1 Introduction
      • 6.2 WHY IS HISTORY IMPORTANT?
        • 6.2.1 Path dependency
        • 6.2.2 History as a resource
        • 6.2.3 Historical analysis
      • 6.3 WHAT IS CULTURE AND WHY IS IT IMPORTANT?
        • 6.3.1 Geographically-based cultures
        • 6.3.2 Organisational fields15
        • 6.3.3 Organisational culture
        • 6.3.4 Culture’s influence on strategy
        • 6.3.5 Analysing culture: the cultural web
        • 6.3.6 Undertaking cultural analysis
      • 6.4 STRATEGIC DRIFT
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
      • Commentary on Part I The Strategy Lenses
        • The design lens
          • Implications
        • Strategy as experience
          • Implications
        • Strategy as variety
          • Implications
        • Strategy as discourse
          • Implications
        • Conclusion
          • References
  • Part II Strategic Choices
    • 7 Business Strategy and Models
      • Learning outcomes
      • Key terms
      • 7.1 Introduction
      • 7.2 GENERIC COMPETITIVE STRATEGIES
        • 7.2.1 Cost-leadership strategy
        • 7.2.2 Differentiation strategy
        • 7.2.3 Focus strategy
        • 7.2.4 Hybrid strategy
        • 7.2.5 The Strategy Clock
      • 7.3 INTERACTIVE STRATEGIES
        • 7.3.1 Interactive price and quality strategies
        • 7.3.2 Cooperative strategy
        • 7.3.3 Game theory
      • 7.4 BUSINESS MODELS
        • 7.4.1 Value creation, configuration and capture
        • 7.3.6 Business model patterns
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • 8 Corporate Strategy and Diversification
      • Learning outcomes
      • Key terms
      • 8.1 Introduction
      • 8.2 STRATEGY DIRECTIONS
        • 8.2.1 Market penetration
        • 8.2.2 Product development
        • 8.2.3 Market development
        • 8.2.4 Conglomerate diversification
      • 8.3 DIVERSIFICATION DRIVERS
      • 8.4 DIVERSIFICATION AND PERFORMANCE
      • 8.5 VERTICAL INTEGRATION
        • 8.5.1 Forward and backward integration
        • 8.5.2 To integrate or to outsource?
      • 8.6 VALUE CREATION AND THE CORPORATE PARENT
        • 8.6.1 Value-adding and value-destroying activities of corporate parents14
          • Value-adding activities15
          • Value-destroying activities
        • 8.6.2 The portfolio manager
        • 8.6.3 The synergy manager
        • 8.6.4 The parental developer21
      • 8.7 PORTFOLIO MATRICES
        • 8.7.1 The BCG (or growth/share) matrix24
        • 8.7.2 The directional policy (GE–McKinsey) matrix
        • 8.7.3 The parenting matrix
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
      • Appendix 1 Strategic developments of the Virgin Group 1970–2016
    • 9 International Strategy
      • Learning outcomes
      • Key terms
      • 9.1 Introduction
      • 9.2 Internationalisation Drivers
      • 9.3 Geographic Sources of Advantage
        • 9.3.1 Locational advantage: Porter’s Diamond11
        • 9.3.2 The international value system
      • 9.4 International Strategies
      • 9.5 Market Selection and Entry
        • 9.5.1 Country and market characteristics
        • 9.5.2 Competitive characteristics
        • 9.5.3 Entry mode strategies
      • 9.6 Subsidiary Roles in an International Portfolio
      • 9.7 Internationalisation and Performance
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • 10 Entrepreneurship and Innovation
      • Learning outcomes
      • Key terms
      • 10.1 Introduction
      • 10.2 Entrepreneurship
        • 10.2.1 Opportunity recognition
        • 10.2.2 Steps in the entrepreneurial process
        • 10.2.3 Stages of entrepreneurial growth
        • 10.2.4 Social entrepreneurship
      • 10.3 Innovation Dilemmas
        • 10.3.1 Technology push or market pull
        • 10.3.2 Product or process innovation
        • 10.3.3 Open or closed innovation
      • 10.4 Innovation Diffusion
        • 10.4.1 The pace of diffusion
        • 10.4.2 The diffusion S-curve
      • 10.5 Innovators and Imitators
        • 10.5.1 First-mover advantages and disadvantages
        • 10.5.2 The incumbent’s response
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • 11 Mergers, Acquisitions and Alliances
      • Learning outcomes
      • Key terms
      • 11.1 Introduction
      • 11.2 Organic Development
      • 11.3 Mergers And Acquisitions
        • 11.3.1 Types of M&A
        • 11.3.2 Timing of M&A
        • 11.3.3 Motives for M&A
          • Strategic motives for M&A
          • Financial motives for M&A
          • Managerial motives for M&A
        • 11.3.4 M&A processes
          • Target choice in M&A
          • Negotiation in M&A
          • Integration in M&A
        • 11.3.5 M&A strategy over time
      • 11.4 Strategic Alliances
        • 11.4.1 Types of strategic alliance
        • 11.4.2 Motives for alliances
        • 11.4.3 Strategic alliance processes
      • 11.5 Comparing Acquisitions, Alliances and Organic Development
        • 11.5.1 Buy, ally or DIY?
        • 11.5.2 Key success factors
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
      • Part II Commentary On Strategic Choices
  • Part III Strategy in Action
    • 12 Evaluating Strategies
      • Learning outcomes
      • Key terms
      • 12.1 Introduction
      • 12.2 Organisational Performance
        • 12.2.1 Performance measures
        • 12.2.2 Performance comparisons
        • 12.2.3 Gap analysis
        • 12.2.4 Complexities of performance analysis
      • 12.3 Suitability
        • 12.3.1 Ranking
        • 12.3.2 Screening through scenarios
        • 12.3.3 Screening for bases of competitive advantage
        • 12.3.4 Decision trees
        • 12.3.5 Life cycle analysis
      • 12.4 Acceptability
        • 12.4.1 Risk
          • Sensitivity analysis11
          • Financial risk12
          • Break-even analysis
        • 12.4.2 Return
          • Financial analysis15
          • Shareholder value analysis
          • Cost–benefit20
          • Real options21
        • 12.4.3 Reaction of stakeholders
      • 12.5 Feasibility
        • 12.5.1 Financial feasibility
        • 12.5.2 People and skills
        • 12.5.3 Integrating resources
      • 12.6 Evaluation Criteria: Four Qualifications
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • Chapter 13 Strategy Development Processes
      • Learning outcomes
      • Key terms
      • 13.1 Introduction
      • 13.2 DELIBERATE STRATEGY DEVELOPMENT
        • 13.2.1 The role of the strategic leader
        • 13.2.2 Strategic planning systems
        • 13.2.3 Externally imposed strategy
      • 13.3 EMERGENT STRATEGY DEVELOPMENT
        • 13.3.1 Logical incrementalism
        • 13.3.2 Strategy as the outcome of political processes
        • 13.3.3 Strategy as the product of structures and systems
      • 13.4 IMPLICATIONS FOR MANAGING STRATEGY DEVELOPMENT
        • 13.4.1 Strategy development in different contexts
        • 13.4.2 Managing deliberate and emergent strategy
      • Summary
      • Work Assignments
        • Integrative assignment
      • RECOMMENDED KEY READINGS
      • References
    • 14 Organising and Strategy
      • Learning outcomes
      • Key terms
      • 14.1 Introduction
      • 14.2 STRUCTURAL TYPES
        • 14.2.1 The functional structure
        • 14.2.2 The divisional structure
        • 14.2.3 The matrix structure
        • 14.2.4 Multinational/transnational structures
        • 14.2.5 Project-based structures10
        • 14.2.6 Strategy and structure fit
      • 14.3 SYSTEMS
        • 14.3.1 Planning systems
        • 14.3.2 Cultural systems
        • 14.3.3 Performance targeting systems
        • 14.3.4 Market systems
      • 14.4 CONFIGURATIONS AND ADAPTABILITY
        • 14.4.1 The McKinsey 7-Ss
        • 14.4.2 Agility and resilience
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • 15 Leadership and Strategic Change
      • Learning outcomes
      • Key terms
      • 15.1 Introduction
      • 15.2 Leadership and strategic change
        • 15.2.1 Strategic leadership roles
          • Top managers
          • Middle managers
        • 15.2.2 Leadership styles
      • 15.3 Diagnosing the change context
        • 15.3.1 The change kaleidoscope
        • 15.3.2 Forcefield analysis
      • 15.4 Types of strategic change
        • 15.4.1 Adaptation
        • 15.4.2 Reconstruction
        • 15.4.3 Revolution
        • 15.4.4 Evolution
      • 15.5 Levers for strategic change
        • 15.5.1 A compelling case for change
        • 15.5.2 Challenging the taken for granted
        • 15.5.3 Changing operational processes and routines
        • 15.5.4 Symbolic management29
        • 15.5.5 Power and political systems
        • 15.5.6 Timing
        • 15.5.7 Visible short-term wins
      • 15.6 Problems of formal change programmes
        • 15.6.1 Problems in the process
        • 15.6.2 What formal programmes forget
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
    • 16 The Practice of Strategy
      • Learning outcomes
      • Key terms
      • 16.1 Introduction
      • 16.2 The Strategists
        • 16.2.1 Top managers and directors
        • 16.2.2 Strategic planners
        • 16.2.3 Middle managers
        • 16.2.4 Strategy consultants
        • 16.2.5 Who to involve in strategy development?
      • 16.3 Strategising
        • 16.3.1 Strategy analysis
        • 16.3.2 Strategic issue-selling
        • 16.3.3 Strategic decision-making
        • 16.3.4 Communicating the strategy
      • 16.4 Strategy Methodologies
        • 16.4.1 Strategy workshops
        • 16.4.2 Strategy projects
        • 16.4.3 Hypothesis testing
        • 16.4.4 Business cases and strategic plans
      • Summary
      • Work Assignments
        • Integrative assignment
      • Recommended Key Readings
      • References
      • Commentary on Part III Strategy in Action
  • Case Studies
  • GLOSSARY
  • Name Index
  • General Index
  • Acknowledgements
    • Figures
    • Tables
    • Text
    • Photos

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