Strategic Management Logic and Action

ISBN-10: 0471017930
ISBN-13: 9780471017936
Edition: 2009
List price: $191.95
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Description: Organizations of all kinds are discovering how important it is for employees to understand why the company interacts the way it does with customers, competitors, and other actors. This innovative book shows readers how their current jobs fit into  More...

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Book details

List price: $191.95
Copyright year: 2009
Publisher: John Wiley & Sons, Incorporated
Publication date: 8/18/2008
Binding: Paperback
Pages: 448
Size: 7.00" wide x 9.00" long x 0.75" tall
Weight: 1.452
Language: English

Organizations of all kinds are discovering how important it is for employees to understand why the company interacts the way it does with customers, competitors, and other actors. This innovative book shows readers how their current jobs fit into broader contexts and presents them with a business strategy to improve their careers. It examines research-based principles, providing different frameworks in each chapter for developing strategy in many different situations.

Anne Sigismund Huff is Professor of Research Development and Strategic Innovation at the National University of Ireland, Maynooth.

Define Strategy.
What Are the Characteristics of Effective Strategy?
How Are Strategies Influenced By Other Strategists?
How Do They Lead Others?
Why Are the Successes and Failures of Other Organizations Important?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Developing Resources.
Which Firm Resources are Associated with Competitive Advantage?
How Are Competitive Resources Created and Sustained?
What Risks Are Associated with Resource Accumulation?
How is Resource Accumulation and Deployment Strategically Managed?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Serving Customers.
Why is the Customer Relationship Increasingly Critical?
What is a Service Mentality?
What Are the Guidelines for a Customer-Based Business Model?
How Do Companies Gather Data to Identify and Understand Their Customers?
Can the Customer Connection Be Overemphasized?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Seeking Opportunity.
What Signals the Capacity to Develop Opportunity?
What Are the Processes of Opportunity Development?
What Are the Differences between Small Firm and Corporate Entrepreneurship?
Is Ambidexterity the Answer?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Competing with Rivals.
What Distinguishes Competitive Environments?
What Affects Profit Potential in Different Environments?
How Do Macro Forces Affect the Evolution of Competitive Conditions?
How Do Asymmetries Help Explain Competitive Advantage?
What Are Generic Strategies for Achieving Competitive Advantage?
What Are the Characteristics of Hypercompetition?
When Do Competitors Collaborate?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Specifying a Business Model.
What Are Common Business Models?
How Can Value Chain Analysis Contribute to Strategic Change?
How Can the Life Cycle Be Used as a Source of Business Model Ideas?
What Can Be Learned from Competitors, Customers, and Others?
How Do Business Plans Differ from Business Models?
Conclusions for the Strategist
Key Terms
Questions for Further Reflection
Notes
Considering Corporate Strategy.
How Do Strategies Pursue Growth?
How Are Economic Transactions among Firms Facilitated?
Can Diversification Leverage Core Competence?
When Is Learning an Outcome of Alliance?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Thinking Globally.
What Are the Advantages and Disadvantages of International Diversification?
How Can Competitive Advantage Be Increased through International Expansion?
What Are Alternative Strategies for International Expansion?
What Are Alternative Entry Modes?
What Are Significant Cross-Cultural Differences?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Acting Responsibly.
What is Sustainable Strategy?
How Are Standards for Corporate Governance Changing?
What Are Internal Forces for Social Responsibility?
What Intensifies Ethical Dilemmas?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Ensuring Execution.
How Can Strategy Execution Support the Increasing Need for Flexibility?
How Is Strategic Planning Changing?
How Is Individual and Unit Performance Improved?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Managing Knowledge.
Why Is Knowledge an Increasingly Important Source of Sustainable Advantage?
What Are the Characteristics of Knowledge Needed by Companies?
How Do Strategists Manage and Use Knowledge?
How Do Organizational Systems Affect Knowledge Management?
What Are the Most Important External Sources of Knowledge?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Providing Leadership.
What Are Contemporary Definitions of Leadership?
What Are the Most Important Activities of Strategic Leaders?
How Are High-Performance Organizations Created and Maintained?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
Personal Strategizing.
What Are the Trends Shaping Future Work?
How Is the Employment Relationship Changing?
What Are the Most Important Career-Planning Activities?
Why Be Purposeful About Work/Life Balance?
Conclusions for the Strategist
Notes
Index

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