Efnisyfirlit

• About the Authors
• Online Resources
• Guided Tour
• Acknowledgements
• 1 Strategy: Theory and Practice – An Introduction
  • Learning objectives
  • Introduction
  • Strategy’s antecedents in warcraft and statecraft
  • The development of the field of strategy
  • Overview of contemporary strategy
  • In Practice: UNIQLO
  • Strategy today
  • Digital imperatives for a future agenda for strategy
  • In Practice: Google
  • Sustainability and strategy
  • The limits of strategy
  • Summary
  • Exercises
  • Case Study: Volkswagen and diesel
• 2 Strategy, Industry Competitive Forces and Positioning
  • Learning objectives
  • Introduction
  • Business unit and corporate-level strategy
  • Understanding the external macro environment
  • Strategic groups
  • Generic strategies
  • In Practice: Sainsburys vs. Aldi
  • Creating new markets: Blue ocean strategy
  • In Practice: Games Workshop’s strategy
  • Summary
  • Exercises
  • Case Study: Disney’s strategy and COVID-19
• 3 Strategy, Resources and Capabilities
  • Learning objectives
  • Introduction
  • Resources and capabilities
  • In Practice: McDonald’s: value creation and generic strategy
  • Resource-based view (RBV)
  • Introducing capabilities
  • Dynamic and ordinary capabilities view
  • In Practice: Haier
  • Summary
  • Exercises
  • Case Study: Netflix versus Amazon: Dynamic capabilities for global success
• 4 Strategy and Innovation
  • Learning objectives
  • Introduction
  • Understanding innovation
  • In Practice: Creative destruction and fossil fuels
  • Creating value and strategic advantage through innovation
  • In Practice: Innovation in a pandemic: Mars Petcare and Securitas
  • Enablers of strategic innovation
  • In Practice: Intrinsically gendered innovation
  • Summary
  • Exercises
  • Case Study: Innovating mobility by building a platform
• 5 Strategy: Make or Buy?
  • Learning objectives
  • Introduction
  • Internalization: Vertical and horizontal integration
  • In Practice: Netflix
  • In Practice: Valeant Pharmaceuticals
  • Externalization: Outsourcing
  • In Practice: Outsourcing: Military contracting
  • Transaction costs and the make or buy question
  • Transaction Cost Economics (TCE)
  • In Practice: Comcast and Disney theme park strategy
  • Summary
  • Exercises
  • Case Study: After Disney closed one of its major studios, animation is under pressure in pandemic Hollywood
• 6 Strategy and Collaboration
  • Learning objectives
  • Introduction
  • Inter-firm cooperation
  • Strategic alliances
  • In Practice: Amazon Fresh and supermarket alliances
  • In Practice: Star Alliance: A global partnership of airlines
  • Difficulties with strategic partnerships
  • Managing collaboration
  • In Practice: Collaborations in fashion
  • Strategic networks
  • In Practice: Foxconn: Car maker
  • Open strategy
  • Summary
  • Exercises
  • Case Study: PS5, Xbox and BMW: Chips and supply chains
• 7 Strategy: Going Global
  • Learning objectives
  • Introduction
  • Multinational enterprises
  • In Practice: Jardine Matheson
  • In Practice: Multinational supply chains and famous brands
  • In Practice: Headquarters and subsidiaries: Goldman Sachs
  • BRICs
  • Summary
  • Exercises
  • Case Study: Huawei
• 8 Strategy and Corporate Governance
  • Learning objectives
  • Introduction
  • Corporate governance: Definition and history
  • Corporate governance, the boardroom and strategy-making
  • In Practice: Strategy and board oversight: Lehman Brothers
  • In Practice: Corporate blind eyes at Boeing and Tesla
  • Comparative corporate governance
  • Corporate codes of ethics and corporate social responsibility (CSR)
  • In Practice: Volkswagen’s ethics
  • Corporate social responsibility and corporate governance
  • In Practice: Danone, CEOs and progressive corporate governance
  • In Practice: Is eco-taxation the answer?
  • Summary
  • Exercises
  • Case Study: Big Tech’s corporate governance
• 9 Strategy Processes
  • Learning objectives
  • Introduction
  • The planning school and emergent school: Contests and controversies
  • In Practice: Honda’s entry into the US motorcycle industry: Rational analysis or emergent learning?
  • Five problems of strategic planning, according to Mintzberg
  • Mintzberg’s five Ps of strategy
  • Andrew Pettigrew and process approaches
  • In Practice: IKEA
  • Strategy and learning processes
  • Strategy and cultural processes
  • Strategic sensemaking and storytelling
  • In Practice: Strategy as a map?
  • Strategy stories
  • Organizational storytelling
  • In Practice: Airbnb
  • Stories as formal narratives
  • In Practice: Apple: Every organization tells a story
  • Discourses as storying
  • Summary
  • Exercises
  • Case Study: University strategy and process approaches in perspective
• 10 Strategy as Practice
  • Learning objectives
  • Introduction
  • Strategy as practice
  • What do we mean by strategy AS practice?
  • Strategy practice and communication
  • What tools do strategists use?
  • In Practice: Strategy practice and COVID-19
  • The tool makers: consultants and strategy
  • In Practice: The management consulting masters?
  • Strategy practitioners
  • Strategic decision-making
  • In Practice: Decision-making in the Cuban Missile Crisis
  • Summary
  • Exercises
  • Case Study: Strategy practice in a strategic change project
• 11 Strategy and Organizational Politics
  • Learning objectives
  • Introduction
  • Machiavelli
  • Power in decision-making
  • In Practice: The end of management power?
  • Intra-organizational politics and political skill
  • In Practice: How Uber beat the competition with a political campaign
  • In Practice: Playing the office politics game
  • In Practice: Boardroom battles and family feuds
  • Multinationals and subsidiary politics
  • Business elites and strategy
  • Summary
  • Exercises
  • Case Study: The politics of strategy in a Mexican maquiladora
• 12 Strategic Change
  • Learning objectives
  • Introduction
  • Types of change
  • What is strategic change?
  • In Practice: How the climate crisis is transforming the meaning of ‘sustainability’ in business
  • In Practice: Blocking strategic change: The myth of the founding Tech Titan
  • Implementing change
  • Leading strategic change: Sensemaking, symbolism, communication
  • Power, politics and resistance to strategic change
  • Summary
  • Exercises
  • Case Study: Tekco: A strategic restructuring that failed
• Glossary
• References
• Index

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