Efnisyfirlit

• List of case studies
• About the author
• About the Ninth Edition
• How to use this book
• Guided tour
• Online resources
• Tips on writing up strategic projects
• Part 1 Introduction
  • 1 Strategic management
    • 1.1 What is strategic management?
    • 1.2 The main topics covered in strategy
    • 1.3 Core areas of strategic management
    • 1.4 Context, content and process
    • 1.5 Process: linking the three core areas
  • 2 A review of theory and practice
    • 2.1 The importance of strategy context
    • 2.2 Prescriptive strategic management in theory and practice
    • 2.3 Emergent strategic management in theory and practice
    • 2.4 Some prescriptive theories of strategic management
    • 2.5 Some emergent theories of strategic management
• Part 2 Strategic analysis and purpose
  • 3 Analysing the strategic environment
    • 3.1 Exploring the competitive environment
    • 3.2 Strategic environment – the basics
    • 3.3 Degree of turbulence in the environment
    • 3.4 Analysing the general environment
    • 3.5 Analysing the stages of market growth
    • 3.6 Key factors for success in an industry
    • 3.7 Analysing the competitive industry environment – the contribution of Porter
    • 3.8 Analysing the co-operative environment
    • 3.9 Analysing one or more immediate competitors in depth
    • 3.10 Analysing the customer and market segmentation
  • 4 Analysing resources and capabilities
    • 4.1 Analysing resources and capabilities
    • 4.2 Why does an organisation possess any resources at all? The make-or-buy decision
    • 4.3 Resource analysis and adding value
    • 4.4 Adding value: the value chain and the value system – the contribution of Porter
    • 4.5 Resource analysis and competitive advantage – the resource-based view (RBV)
    • 4.6 Identifying which resources and capabilities deliver sustainable competitive advantage
    • 4.7 Analysing other important company resources: especially human resources
  • 5 Strategy dynamics
    • 5.1 Dynamics of previous history
    • 5.2 Dynamic capabilities
    • 5.3 Upgrading capabilities: how to improve competitive advantage
    • 5.4 The dynamics of an organisation’s changing and uncertain environment
    • 5.5 Competitive warfare dynamics
    • 5.6 Uncertainty-based strategic dynamics
  • 6 Prescriptive purpose delivered through mission, objectives and ethics
    • 6.1 Shaping the purpose of the organisation
    • 6.2 The purpose of the organisation: shareholders, stakeholders and ‘above average returns’
    • 6.3 Developing a strategic vision for the future
    • 6.4 Stakeholder power analysis
    • 6.5 Corporate governance and the purpose of the organisation
    • 6.6 Purpose shaped by ethics and Corporate Social Responsibility
    • 6.7 Developing the mission
    • 6.8 Developing the objectives
  • 7 Purpose emerging from innovation, new resources and technologies
    • 7.1 The benefits and problems of innovation
    • 7.2 Sources of innovation: market pull and technology push
    • 7.3 Blue Ocean innovation: the contribution of Kim and Mauborgne
    • 7.4 How to innovate: the ‘ideas’ process
    • 7.5 Paradigm shifts in new resources and technology
    • 7.6 General technology standards
    • 7.7 New resource development
• Part 3 Developing the strategy
  • 8 Developing business-level strategy options
    • 8.1 Purpose and the SWOT analysis – the contribution of Andrews
    • 8.2 Environment-based options: generic strategies – the contribution of Porter
    • 8.3 Environment-based strategic options: the market options matrix
    • 8.4 Environment-based strategic options: the expansion method matrix
    • 8.5 Resource-based strategic options: the resource-based view
    • 8.6 Resource-based strategic options: cost reduction
  • 9 Developing corporate-level strategy options
    • 9.1 Corporate-level strategy: the benefits and costs of diversifying
    • 9.2 Corporate options: degrees of diversification
    • 9.3 Corporate strategy and the role of the centre – the principle of parenting
    • 9.4 Corporate strategy: decisions about the company’s diversified portfolio of products
    • 9.5 The tools of corporate-level options: from acquisitions to restructuring
  • 10 Strategy evaluation and development: the prescriptive process
    • 10.1 Prescriptive strategy content: evaluation against six criteria
    • 10.2 Strategy evaluation: procedures and techniques
    • 10.3 Applying empirical evidence and guidelines
    • 10.4 The classic prescriptive model of strategic management: exploring the process
  • 11 Finding the strategic route forward from knowledge, learning and networks
    • 11.1 Knowledge-based strategy
    • 11.2 Learning-based strategy
    • 11.3 Network-based strategy
    • 11.4 Co-operation-based strategies
  • 12 Organisational structure, style and people issues
    • 12.1 Strategy before structure?
    • 12.2 Building the organisation’s structure: basic principles
    • 12.3 The choice of management style and culture
    • 12.4 Types of organisational structure
    • 12.5 Organisational structures for innovation
    • 12.6 Motivation and staffing in strategy implementation
• Part 4 The implementation process
  • 13 Implementing and controlling the strategic plan
    • 13.1 The nature and limitations of the implementation process
    • 13.2 Objectives, task setting and communicating the strategy
    • 13.3 Resource allocation
    • 13.4 Information, monitoring and control
    • 13.5 The Balanced Scorecard: the contribution of Kaplan and Norton
    • 13.6 Prescriptive strategic planning
    • 13.7 What is a business model?
  • 14 Green strategy and sustainability
    • 14.1 Green strategy and sustainability: the main topics
    • 14.2 Green strategy: environmental analysis
    • 14.3 Green strategy: analysing resources and capabilities
    • 14.4 Green strategy: stakeholders and organisational purpose
    • 14.5 Green strategy: knowledge, technology and innovation
    • 14.6 Green strategy: strategic options and choice
    • 14.7 Implementing green strategies
  • 15 Managing strategic change
    • 15.1 The basic concept of strategic change
    • 15.2 Analysing the causes of strategic change
    • 15.3 Prescriptive approaches to managing strategic change
    • 15.4 Emergent approaches to managing change
    • 15.5 Developing a strategic change programme
• Part 5 Different strategy contexts
  • 16 Strategic leadership
    • 16.1 What is strategic leadership?
    • 16.2 What makes a successful leader?
    • 16.3 How leadership roles change over time
    • 16.4 How leaders cope with power
    • 16.5 Successful strategic leadership
  • 17 Entrepreneurial strategy
    • 17.1 Entrepreneurial strategy: theory and practice
    • 17.2 Entrepreneurial strategy: personal aspects and risk taking
    • 17.3 The four drivers of entrepreneurial strategy: imagination, ideas, invention and innovation
    • 17.4 Entrepreneurial strategy: competitive advantage and ownership
    • 17.5 Implementing entrepreneurial strategy
  • 18 Government, public sector and not-for-profit strategies
    • 18.1 Analysing the strategic environment in public sector strategy
    • 18.2 Analysing resources in the public and not-for-profit sectors
    • 18.3 Exploring the purpose of public and not-for-profit organisations
    • 18.4 Context, content and process in public sector strategy
    • 18.5 Implementation in public sector strategy
  • 19 International expansion and globalisation strategies
    • 19.1 International expansion and globalisation: their meaning and importance
    • 19.2 World trade and the international expansion theories
    • 19.3 Influence of institutions involved in international trade
    • 19.4 International and global expansion: the company perspective
    • 19.5 Developing international relationships such as alliances and joint ventures
• Glossary
• Index

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