Efnisyfirlit

• Cover Page
• Title Page
• Copyright page
• Dedication page
• List of Cases
• Acknowledgements
• About the Author
• About the Book
• How to Use this Book
  • Learning objectives
  • Strategy in Focus boxes
  • Case Studies
  • Extension Material signposts
  • Working through Strategy signposts
  • Review and discussion questions
  • Research topics
  • Recommended reading
  • Glossary
• How to Use the Online Resources
• Part One What is Strategy?
  • Chapter 1 What is Strategy?
    • Introduction
    • 1.1 What Is Strategy?
    • 1.2 Defining Strategy
      • 1.2.1 Using Strategy to Overcome Challenges
    • 1.3 Types of Strategy
      • 1.3.1 Corporate Strategy
      • 1.3.2 Business Strategy
      • 1.3.3 Functional or Operational Strategy
    • 1.4 Strategic Management
      • 1.4.1 Strategy Analysis
      • 1.4.2 Strategy Formulation
      • 1.4.3 Strategy Implementation
    • 1.5 Values, Vision, and Mission
      • 1.5.1 Values
      • 1.5.2 Vision
      • 1.5.3 Mission
    • 1.6 The Theory of the Business
      • 1.6.1 Four Characteristics of an Organization’s Theory of the Business
    • 1.7 Business Models
    • 1.8 The Development of Strategic Management
    • 1.9 Different Perspectives on Strategy Formulation
      • 1.9.1 The Rationalist School
      • 1.9.2 The Learning School
    • 1.10 A Strategic Management Framework
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
• Part Two Strategic Analysis
  • Chapter 2 Evaluating the Macro-environment
    • Introduction
    • 2.1 The Macro-environment
    • 2.2 Scanning, Monitoring, and Forecasting Changes in the Environment
      • 2.2.1 Scanning the Environment
      • 2.2.2 Monitoring the Environment
      • 2.2.3 Forecasting Changes in the Environment
    • 2.3 PESTLE Analysis
      • 2.3.1 Political Factors
      • 2.3.2 Economic Factors
      • 2.3.3 Social Factors
      • 2.3.4 Technological Factors
      • 2.3.5 Legal Factors
      • 2.3.6 Environmental Factors
      • 2.3.7 How to Undertake PESTLE Analysis
      • 2.3.8 Limitations of PESTLE Analysis
    • 2.4 Scenario Planning
      • 2.4.1 How to Build Scenarios
    • 2.5 An Introduction to SWOT Analysis
    • 2.6 The Macro-environment and Industry Analysis
    • Summary
    • Research Topics
    • Recommended Reading
    • References and Notes
  • Chapter 3 Industry Analysis
    • Introduction
    • 3.1 The Background to Porter’s Five Forces Framework
    • 3.2 Porter’s Five Forces Framework
      • 3.2.1 What Determines the Threat of New Entrants
        • Economies of Scale
        • Capital Requirements
        • Product Differentiation
        • Access to Distribution Channels
        • Cost Advantages Independent of Size
      • 3.2.2 What Determines the Bargaining Power of Buyers
        • Concentration of Buyers and High Volumes
        • Purchases are Standard or Undifferentiated
        • Switching Costs are Low
        • There is a Threat of Backward Integration
      • 3.2.3 What Determines the Bargaining Power of Suppliers
        • Concentration of Suppliers
        • Suppliers are Faced with Few Substitutes
        • Differentiated Products and High Switching Costs
        • Threat of Forward Integration
      • 3.2.4 What Determines the Threat of Substitute Products and Services
        • The Price–Performance Ratio
      • 3.2.5 What Determines the Intensity of Rivalry among Competitors in an Industry
        • Numerous or Equally Balanced Competitors
        • Industry Growth Rate
        • High Fixed Costs
        • Lack of Differentiation
        • High Exit Barriers
      • 3.2.6 How to Compete Using the Five Forces Framework
    • 3.3 The Limitations of Porter’s Five Forces
    • 3.4 The Value Net
      • 3.4.1 A Complementary Sixth Force
    • 3.5 The Industry Life Cycle
      • 3.5.1 Introduction Stage
      • 3.5.2 Growth Stage
      • 3.5.3 Maturity Stage
      • 3.5.4 Decline Stage
    • 3.6 Strategic Group Analysis
      • 3.6.1 Strategic Maps
      • 3.6.2 Mobility Barriers
    • 3.7 Hypercompetition and Disruptive Innovation
      • 3.7.1 Hypercompetition
      • 3.7.2 Disruptive Innovation
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
  • Chapter 4 The Organization: Value-creating Activities
    • Introduction
    • 4.1 Background to Differential Firm Performance
    • 4.2 Value Chain Analysis
      • 4.2.1 Primary Activities
      • 4.2.2 Support Activities
    • 4.3 Evaluating the Value Chain
      • 4.3.1 The Importance of Linkages within the Value Chain
      • 4.3.2 Managing Linkages within the Value Chain System
      • 4.3.3 Transaction Costs—‘Make or Buy’ Decision
    • 4.4 SWOT Analysis
      • 4.4.1 How to Undertake a SWOT Analysis
      • 4.4.2 Limitations of SWOT Analysis
    • 4.5 The TOWS Matrix
    • 4.6 Organizational Performance
      • 4.6.1 Maximizing Shareholder Value
      • 4.6.2 Meeting the Needs of Stakeholders
        • How Should an Organization Respond to Different Stakeholders?
        • High Power and High Interest Stakeholders
        • High Power and Low Interest Stakeholders
        • Low Power and High Interest Stakeholders
        • Low Power and Low Interest Stakeholders
      • 4.6.3 Performance Measurement
    • 4.7 The Balanced Scorecard
      • The balanced scorecard approach looks at an organization from four perspectives.37
      • Criticisms of the Balanced Scorecard
    • 4.8 The Triple Bottom Line
      • Limitation of the Triple Bottom Line
    • 4.9 Benchmarking
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
  • Chapter 5 The Internal Environment: A Resource-based View of Strategy
    • Introduction
    • 5.1 The Resource-Based View of Strategy
      • 5.1.1 Resources
        • Tangible Resources
        • Intangible Resources
      • 5.1.2 Organizational Capabilities
        • Architecture
        • Reputation
        • Innovation
    • 5.2 The VRIO Framework and Sustainable Competitive Advantage
      • 5.2.1 Valuable Capabilities
      • 5.2.2 Rarity
      • 5.2.3 Imitability
        • Unique Organizational Conditions
        • Causal Ambiguity
        • Social Complexity
      • 5.2.4 Organization
      • 5.2.5 Make-or-Buy Decision
    • 5.3 Criticisms of the Resource-Based View
    • 5.4 A Knowledge-Based View of the Organization
    • 5.5 Dynamic Capabilities
      • 5.5.1 What are Dynamic Capabilities?
      • 5.5.2 Dynamic Capabilities vs Operational Capabilities
      • 5.5.3 Dynamic Capabilities and Competitive Advantage
      • 5.5.4 Challenges for Dynamic Capabilities
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
• Part Three Strategy Formulation
  • Chapter 6 Business Strategy
    • Introduction
    • 6.1 What is Business Strategy?
    • 6.2 Generic Competitive Strategies
      • 6.2.1 Overall Cost-Leadership Strategies
        • The Experience Curve
        • Economies and Diseconomies of Scale
        • Advantages of Cost-Leadership Strategies
        • The Risks of Following an Overall Cost-Leadership Strategy
      • 6.2.2 Differentiation Strategies
        • Advantages of Differentiation Strategy
        • Risks of Following a Differentiation Strategy
      • 6.2.3 Focus Strategies
        • Cost-Focus Strategy
        • Differentiation-Focus Strategy
        • Advantages of Focus Strategies
        • The Risks of Following a Focus Strategy
      • 6.2.4 Stuck in the Middle
        • Criticisms of Generic Strategies
    • 6.3 A Resource-Based Approach to Strategy Formulation
      • 6.3.1 Appraising Capabilities
      • 6.3.2 Implications for Strategy Formulation
    • 6.4 Blue Ocean Strategy
      • 6.4.1 Value Innovation
      • 6.4.2 The Strategy Canvas
        • The Four Actions Framework
        • The Eliminate-Raise-Reduce-Create Grid
      • 6.4.3 The Blue Ocean
        • Blue Ocean Idea (BOI) Index
    • 6.5 Strategy Formulation in Turbulent Markets
    • 6.6 Disruptive Innovation and Strategy Formulation
      • 6.6.1 How to Respond to Disruptive Innovation
      • 6.6.2 Limitations of Disruptive Innovation
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
  • Chapter 7 Corporate Strategy
    • Introduction
    • 7.1 Corporate Strategy
    • 7.2 Growth Strategies
      • 7.2.1 Market Penetration
      • 7.2.2 Product Development
      • 7.2.3 Market Development
      • 7.2.4 Diversification
    • 7.3 Related Diversification
      • 7.3.1 Vertical Integration
      • 7.3.2 Horizontal Integration
      • 7.3.3 Transaction-Cost Analysis
    • 7.4 Unrelated or Conglomerate Diversification
      • 7.4.1 Can Conglomerate Diversification Succeed?
    • 7.5 Implementing Growth Strategies
      • 7.5.1 Mergers and Acquisitions
      • 7.5.2 Internal Development
      • 7.5.3 Joint Ventures and Strategic Alliances
        • Joint Ventures
        • Strategic Alliances
    • 7.6 Portfolio Analysis
      • 7.6.1 Boston Consulting Group Matrix
        • Criticisms of the BCG Matrix
      • 7.6.2 The General Electric–McKinsey Matrix
    • 7.7 Corporate Parenting
      • 7.7.1 Parenting Opportunities
      • 7.7.2 The Heartland Matrix
        • Heartland Businesses
        • Edge-of-Heartland Businesses
        • Ballast Businesses
        • Value Trap
        • Alien Territory
    • 7.8 Strategic Evaluation
      • 7.8.1 Suitability
      • 7.8.2 Feasibility
      • 7.8.3 Acceptability
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
  • Chapter 8 International Strategy
    • Introduction
    • 8.1 Globalization or Localization
    • 8.2 International Diversification
      • 8.2.1 Organizational Factors
        • The Role of the Management Team
        • Firm-Specific Factors
      • 8.2.2 Environmental Factors
        • Unsolicited Proposals
        • The ‘Bandwagon’ Effect
        • Attractiveness of the Host Country
    • 8.3 A Globalization Framework
      • Strategic Objectives of a Multinational Enterprise
      • Sources of Competitive Advantage for a Multinational Enterprise
    • 8.4 Types of International Strategy
      • 8.4.1 Multidomestic Strategy
      • 8.4.2 Global Strategy
      • 8.4.3 International Strategy
      • 8.4.4 Transnational Strategy
      • 8.4.5 The Uppsala Model
        • Criticisms of the Uppsala Model
    • 8.5 Entry Mode Strategies
      • 8.5.1 Exporting
      • 8.5.2 Licensing
      • 8.5.3 International Franchising
      • 8.5.4 Joint Ventures and Strategic Alliances
      • 8.5.5 Wholly Owned Subsidiaries
    • 8.6 Porter’s Diamond of National Advantage
      • 8.6.1 The Diamond of National Advantage
      • 8.6.2 Criticisms of Porter’s Diamond
    • 8.7 The Myths of Global Strategy
    • 8.8 The Challenge of Globalization
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
• Part Four Strategy Implementation
  • Chapter 9 Organizational Structures and Strategic Change
    • Introduction
    • 9.1 Organizational Structures
      • 9.1.1 The Entrepreneurial Structure
      • 9.1.2 The Functional Structure
      • 9.1.3 The Divisional Structure
      • 9.1.4 The Matrix Structure
      • 9.1.5 The Network Structure
    • 9.2 Organizational Processes
    • 9.3 Strategic Control Systems
      • 9.3.1 Single and Double-Loop Learning
      • 9.3.2 Employee Commitment and Strategy Implementation
    • 9.4 Strategic Change
      • 9.4.1 The Five Phases of Growth
        • Phase 1: Creativity
        • Phase 2: Direction
        • Phase 3: Delegation
        • Phase 4: Coordination
        • Phase 5: Collaboration
      • 9.4.2 Integrative Change
      • 9.4.3 Strategic Drift
      • 9.4.4 What Determines a Visionary Organization
      • 9.4.5 Good to Great Companies
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
  • Chapter 10 Strategic Leadership
    • Introduction
    • 10.1 Leadership vs. Management
    • 10.2 The Learning Organization
      • 10.2.1 Building the Learning Organization
      • 10.2.2 Leadership Roles
      • 10.2.3 Leadership Skills
        • Criticisms of the Learning Organization
      • 10.2.4 Why Organizations Don’t Learn—Problems with Bias
    • 10.3 Emotional Intelligence and Leadership Performance
    • 10.4 Narcissistic Leaders and Leadership Capabilities
      • 10.4.1 Leadership Capabilities
    • 10.5 The Impact of Leadership on Values and Culture
      • 10.5.1 Leadership and Values
      • 10.5.2 Leadership and Culture
      • 10.5.3 Rethinking Culture, Leadership, and Change
    • 10.6 Leading Strategic Change
      • 10.6.1 Transformational Leadership
      • 10.6.2 Theory E and Theory O Leaders
      • 10.6.3 Can Leaders Deal With Chaos?
        • Chaos Theory and Innovation
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
  • Chapter 11 Corporate Governance and Corporate Social Responsibility
    • Introduction
    • 11.1 What is Corporate Governance?
    • 11.2 The Origins of Corporate Governance
    • 11.3 The Growth of Modern Corporations
      • 11.3.1 Limited Liability
      • 11.3.2 Transferability
      • 11.3.3 Legal Personality
      • 11.3.4 Centralized Management
    • 11.4 The Purpose of Corporations
      • 11.4.1 The Principal–Agent problem
      • 11.4.2 Is the Purpose of Corporations to Maximize Shareholder Value?
        • The American Business Model (ABM) or Washington Consensus
      • 11.4.3 The Agency Problem
      • 11.4.4 Is the Purpose of Corporations to Meet the Needs of Stakeholders?
      • 11.4.5 Enlightened Value Maximization
    • 11.5 Corporate Social Responsibility (CSR)
      • 11.5.1 Environmental, Social, and Governance (ESG)
      • 11.5.2 Business ethics
    • 11.6 Corporate Governance Codes
      • 11.6.1 The Cadbury Committee
      • 11.6.2 The Hampel Committee
      • 11.6.3 Other Corporate Governance Codes
      • 11.6.4 The Role of Non-Executive Directors
      • 11.6.5 The Sarbanes–Oxley Act
    • 11.7 Excessive Executive Pay
    • 11.8 Is Reform to Corporate Governance the Answer?
    • 11.9 The Pursuit of Greed
      • 11.9.1 Moral Hazard: Are Some Companies Too Big to Fail?
    • Summary
    • Research Topic
    • Recommended Reading
    • References and Notes
• Glossary
• Name Index
• Subject Index

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