Exploring Strategy, Text & Cases
Námskeið
- VIÐ609G Stefnumótun fyrirtækja
- V-712-STJO Strategic Management
.
Ensk lýsing:
With over one million copies sold worldwide, Exploring Strategy has long been the essential strategy text for managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations- how they grow, how they innovate and how they change. Texts and Cases also provides a wealth of extra case studies written by experts in the subject to aid and enrich your understanding.
Lýsing:
Develop your strategic thinking, tackle real-world challenges and develop the skills to think and behave like a manager. With over a million copies sold worldwide, Exploring Strategy by Whittington, Angwin, Regnér, Johnson, and Scholes is the essential introduction to strategy for managers of today and tomorrow, tackling the hottest and most up-to-date issues regarding the operation of organisations.
The latest 13th edition is renewed and revised according to the latest developments in the field, continuing the exploration surrounding the big questions about organisations: How does an organisation prosper today How do organisations grow How do they innovate and change? From entrepreneurial start-ups to multinationals and charities to government agencies, this industry-leading text includes extensive case studies and features to help you get a deeper understanding of the concepts and topics from theory to practice.
This text and cases edition includes a wealth of additional case studies to help you get an even deeper insight into the manager-way of thinking. New to this edition: Think strategically and carry out case analyses and strategy assignments with the new chapter, 'Working with Strategy' Gain better insight into the three highlighted core themes: sustainability, non-profits, and digital strategy Learn from case studies of well-known global organisations, including Alibaba, Airbnb, Amazon, Alphabet, IKEA, and Uber.
Annað
- Höfundar: Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson, Kevan Scholes
- Útgáfa:13
- Útgáfudagur: 2023-05-18
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- Format:ePub
- ISBN 13: 9781292428833
- Print ISBN: 9781292428741
- ISBN 10: 129242883X
Efnisyfirlit
- Cover Page
- Title
- copyright
- Brief Contents
- Contents
- Illustrations and Thinking Differently
- List of figures
- List of tables
- Cross-cutting themes
- Preface
- Exploring Strategy features
- Exploring Strategy Online
- Digital Courseware
- 1 Introducing strategy
- 1.1 Introduction
- 1.1.1 Why ‘Exploring Strategy’?
- 1.2 What is strategy?
- 1.2.1 Defining strategy
- 1.2.2 Purpose, vision, mission, 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
- 1.3.4 Cross-cutting themes: non-profits, sustainability and digital transformation
- 1.4 Strategy careers
- 1.5 Studying strategy
- 1.6 Exploring strategy further
- 1.6.1 Exploring strategy in different organisational types
- 1.6.2 Exploring strategy through different ‘strategy lenses’
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: A viable unicorn? Airbnb
- 1.1 Introduction
- 2 Working with strategy
- 2.1 Introduction
- 2.2 Strategic thinking
- 2.2.1 Thinking slow
- 2.2.2 Two brains
- 2.2.3 Checklists
- 2.3 Strategic frameworks
- 2.3.1 SWOT analysis
- 2.3.2 Using multiple frameworks
- 2.3.3 Frameworks and theories
- 2.4 Strategic thinking techniques
- 2.4.1 Allocentricism
- 2.4.2 Issue trees
- 2.4.3 System mapping
- 2.5 Strategy analysis procedures
- 2.5.1 Analysing strategy cases
- 2.5.2 Analysing real organisations
- 2.6 Developing and communicating strategy
- 2.6.1 Developing a strategic plan
- 2.6.2 Good and bad strategy
- 2.6.3 Presenting strategy
- Key takeaways
- Recommended key readings
- References
- Case example: Canal+: Competing with Giants
- Part I
- Introduction to Part I
- 3 Macro-environment analysis
- 3.1 Introduction
- 3.2 PESTEL analysis
- 3.2.1 Political
- 3.2.2 Economic
- 3.2.3 Social
- 3.2.4 Technological
- 3.2.5 Ecological
- 3.2.6 Legal
- 3.2.7 Key drivers for change
- 3.3 Forecasting
- 3.3.1 Forecast approaches
- 3.3.2 Directions of change
- 3.4 Scenario analysis
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Gasunie: hydrogen pipedreams
- 4 Industry and sector analysis
- 4.1 Introduction
- 4.2 Industry analysis
- 4.2.1 Defining the industry
- 4.2.2 The competitive forces
- 4.2.3 Implications of the Competitive Five Forces
- 4.3 Industry types and dynamics
- 4.3.1 Industry types
- 4.3.2 Industry structure dynamics
- 4.4 Ecosystems and complementors
- 4.4.1 Ecosystems
- 4.4.2 Complementors
- 4.5 Strategic groups and market segments
- 4.5.1 Strategic groups
- 4.5.2 Market segments
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Game-changing digital forces in the global advertising industry
- 5 Resources and capabilities analysis
- 5.1 Introduction
- 5.2 Foundations of resources and capabilities
- 5.2.1 Resources and capabilities
- 5.2.2 Threshold and distinctive resources and capabilities
- 5.3 Distinctive resources and capabilities as a basis of competitive advantage
- 5.3.1 V – value of resources and capabilities
- 5.3.2 R – rarity
- 5.3.3 I – inimitability
- 5.3.4 O – organisational support
- 5.4 Analysing resources and capabilities
- 5.4.1 VRIO analysis
- 5.4.2 The value chain and value system
- 5.4.3 Activity systems
- 5.4.4 Benchmarking
- 5.5 Dynamic capabilities
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Reconfiguring retailing resources
- 6 Purpose and stakeholders
- 6.1 Introduction
- 6.2 Organisational and stakeholder values
- 6.2.1 Organisational values
- 6.2.2 Stakeholder groups
- 6.2.3 Stakeholder mapping
- 6.2.4 Owners
- 6.3 Organisational purpose
- 6.3.1 Social responsibility
- 6.3.2 Managing hybrid organisations
- 6.4 Organisational governance
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Petrobras: keep on trucking
- 7 Culture and strategy
- 7.1 Introduction
- 7.2 History, geography and fields
- 7.2.1 Historical influences
- 7.2.2 Geographical influences
- 7.2.3 Field influences
- 7.3 Organisational culture
- 7.3.1 Analysing culture: the cultural web
- 7.4 Deliberate and emergent cultural impacts
- 7.4.1 Organisational identity
- 7.4.2 Strategic drift
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Has Uber overcome the ubermensch?
- Commentary on Part I The strategy lenses
- Case example: How does Meta make strategy?
- Introduction to Part II
- 8 Business strategy and models
- 8.1 Introduction
- 8.2 Competitive strategies
- 8.2.1 Cost-leadership strategy
- 8.2.2 Differentiation strategy
- 8.2.3 Focus strategy
- 8.2.4 Hybrid strategy
- 8.2.5 Blue Ocean Strategy
- 8.3 Interactive strategies
- 8.3.1 Interdependence between rivals
- 8.3.2 Game theory
- 8.4 Business models
- 8.4.1 Value creation, configuration and capture
- 8.4.2 Business model patterns
- 8.4.3 Multi-sided platforms and strategies
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: The (new) IKEA approach
- 9 Corporate strategy
- 9.1 Introduction
- 9.2 Strategy directions
- 9.2.1 Market penetration
- 9.2.2 Market development
- 9.2.3 Product and service development
- 9.2.4 Unrelated diversification
- 9.3 Diversification drivers
- 9.4 Diversification and performance
- 9.5 Vertical integration
- 9.5.1 Forward and backward integration
- 9.5.2 To integrate or to outsource?
- 9.5.3 Divestment
- 9.6 Value creation and the corporate parent
- 9.6.1 Value-adding and value-destroying activities of corporate parents
- 9.6.2 The portfolio manager
- 9.6.3 The synergy manager
- 9.6.4 The parental developer
- 9.7 Portfolio matrices
- 9.7.1 The BCG (or growth/share) matrix
- 9.7.2 The directional policy (GE–McKinsey) matrix
- 9.7.3 The parenting matrix
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Grand strategies in vision
- 10 International strategy
- 10.1 Introduction
- 10.2 Internationalisation drivers
- 10.3 Geographic sources of advantage
- 10.3.1 Locational advantage: Porter’s diamond
- 10.3.2 The international value system
- 10.4 International strategies
- 10.5 Market selection and entry
- 10.5.1 Country and market characteristics
- 10.5.2 Competitive characteristics
- 10.5.3 Entry mode strategies
- 10.6 Subsidiary roles and strategies in multinational firms
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Tomra’s institutional challenges
- 11 Entrepreneurship and innovation
- 11.1 Introduction
- 11.2 Entrepreneurship
- 11.2.1 Opportunity recognition
- 11.2.2 Entrepreneurial process steps
- 11.2.3 Stages of entrepreneurial growth
- 11.2.4 Social entrepreneurship
- 11.3 Innovation dilemmas
- 11.3.1 Technology push or market pull
- 11.3.2 Product or process innovation
- 11.3.3 Open or closed innovation
- 11.4 Innovation diffusion
- 11.4.1 The pace of diffusion
- 11.4.2 The diffusion S-curve
- 11.5 Innovators and imitators
- 11.5.1 First-mover advantages and disadvantages
- 11.5.2 The incumbent’s response
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Globalwork – Building a start-up in Colombia
- 12 Mergers, acquisitions and alliances
- 12.1 Introduction
- 12.2 Organic development
- 12.3 Mergers and acquisitions
- 12.3.1 Defining M&A
- 12.3.2 M&A contexts
- 12.3.3 M&A strategy
- 12.3.4 M&A processes
- 12.3.5 M&A strategy over time
- 12.4 Strategic alliances
- 12.4.1 Types of strategic alliance
- 12.4.2 Motives for alliances
- 12.4.3 Strategic alliance processes
- 12.5 Comparing acquisitions, alliances and organic development
- 12.5.1 Buy, ally or DIY?
- 12.5.2 Key success factors
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: A successful exit: the acquisition of TopNet by Tunisie Telecom
- Commentary on Part II Strategic choices
- Introduction to Part III
- 13 Evaluating strategies
- 13.1 Introduction
- 13.2 Gap analysis
- 13.2.1 Performance measures
- 13.2.2 Performance comparisons
- 13.2.3 Complexities of performance analysis
- 13.3 SAFE
- 13.3.1 Suitability
- 13.3.2 Acceptability
- 13.3.3 Feasibility
- 13.3.4 Evaluation
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: ITV: DIY, buy or ally?
- 14 Strategy development processes
- 14.1 Introduction
- 14.2 Deliberate strategy development
- 14.2.1 The role of the strategic leader
- 14.2.2 Strategic planning systems
- 14.2.3 Externally imposed strategy
- 14.3 Emergent strategy development
- 14.3.1 Logical incrementalism
- 14.3.2 Strategy as the outcome of political processes
- 14.3.3 Strategy as the result of organisational structures and systems
- 14.4 Implications for managing strategy development
- 14.4.1 Managing strategy development in different contexts
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: From Google to Alphabet to ‘Moonshots’: Strategy development twists and turns
- 15 Implementing strategy
- 15.1 Introduction
- 15.2 Hard implementation
- 15.2.1 Structural types
- 15.2.2 Systems
- 15.3 Soft implementation
- 15.3.1 Cultural change
- 15.3.2 Sensemaking
- 15.3.3 Procedural justice
- 15.4 Integrating for implementation
- 15.4.1 Strategic alignment
- 15.4.2 Strategic configuration
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Tencent: third time lucky?
- 16 Leadership and strategic change
- 16.1 Introduction
- 16.2 Leadership and strategic change
- 16.2.1 Strategic leadership roles
- 16.2.2 Leadership styles
- 16.3 Analysing the change context
- 16.3.1 Forcefield analysis
- 16.3.2 The change kaleidoscope
- 16.4 Types of strategic change
- 16.4.1 Strategic transformation
- 16.4.2 Turnaround
- 16.4.3 Ambidexterity
- 16.5 Levers for strategic change
- 16.5.1 A compelling case for change
- 16.5.2 Challenging the taken for granted
- 16.5.3 Changing operational processes and routines
- 16.5.4 Symbolic management
- 16.5.5 Power and political systems
- 16.5.6 Timing
- 16.5.7 Visible short-term wins
- 16.6 Problematising change
- 16.6.1 The problems of formal change
- 16.6.2 Underestimating informal change
- 16.6.3 The need for resilience
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: The Festival d’Aix-en-Provence: leading change in a time of crisis
- 17 The practice of strategy
- 17.1 Introduction
- 17.2 The strategists
- 17.2.1 Chief executives and directors
- 17.2.2 Strategic planners
- 17.2.3 Middle managers
- 17.2.4 External strategists
- 17.3 Strategising
- 17.3.1 Strategy analysis
- 17.3.2 Strategic issue-selling
- 17.3.3 Strategic decision making
- 17.3.4 Communicating strategy
- 17.4 Strategy methods
- 17.4.1 Digital strategy tools
- 17.4.2 Strategy workshops
- 17.4.3 Strategy projects
- 17.4.4 Hypothesis testing
- 17.4.5 Open strategy
- Key takeaways
- Work assignments
- Recommended key readings
- References
- Case example: Wikimedia’s Open Strategy
- Commentary on Part III Strategy in action
- Guide to using the case studies
- Guide to the main focus of cases in the book
- Glastonbury: from hippy weekend to international festival
- The global pharmaceutical industry: world saviour or loathed pariah?
- Net zero: economically inconvenient or the only competitive advantage in town?
- ‘Relocation, relocation, relocation: evolving strategies to deal with shifting shopping patterns at Vision Express
- H&M in fast fashion: continued success?
- The Formula 1 constructors
- Manchester United FC and a ‘super league’ of Europe’s elite clubs
- ’Dare to know’: Challenges in merging two French universities
- Governance and reputational risk: the rise and fall of Bell Pottinger
- Ryanair: the low fares airline – whither now?
- Multi-sided platform competition in the video game industry
- Megabrew: undisputed King of Beer, but at what cost?
- Going to the dogs? Mars’ and Nestle’s diversification into veterinary clinics
- Making Siemens ready for a digital future
- Indian Premier League: glitz, glamour and globalisation
- Yuka: changing the world one barcode at a time
- PensionBee
- Going for a ride: entrepreneurial journeys in the on-demand transportation sector
- Cisco launchpad in India: a corporate start-up partnering initiative
- Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals
- Managing M&A: Elekta’s acquisition of Neuromag
- Evaluating the Mexican Narco-Trafficking business and counterstrategies
- Shoprite Holdings Limited: challenges to success
- Being hot in a cool market!
- Emmaus: the founder as a resource?
- Seplat Energy: leading Nigeria’s energy transition in a multistakeholder environment
- ACH, rethinking refugee and social impact: leading, evolving and driving changes
- Strategy work in Dörr & Portbolaget: how open can you be?
- HomeCo
- Participative strategy process in the city of Vaasa
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