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