Efnisyfirlit

• List of case studies
• About the authors
• Acknowledgements
• About the Tenth Edition
• Guided tour
• Online resources for lecturers
• 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 Process: linking the three core areas
• 2 A review of theory and practice
• 2.1 Prescriptive strategic management in theory and practice
• 2.2 Emergent strategic management in theory and practice
• 2.3 Some prescriptive theories of strategic management
• 2.4 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 via strategic groups
• 3.11 Radical changes in industry trends
• 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 the VUCA 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 Digital transformation: a technology and innovation strategy
• 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 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: organisational purpose and stakeholders
• 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 International and global expansion: the company perspective
• 19.4 Developing international relationships such as alliances and joint ventures
• Glossary
• Index