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Corporate Strategy

ISBN-10: 0273701789

ISBN-13: 9780273701781

Edition: 4th 2006 (Revised)

Authors: RIchard Lynch, Richard Lynch

List price: $180.00
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Description:

A rich resource that guides students through the rational and emergent approaches to strategic management. Thoroughly updated references and 27 brand new cases ensure that students will actively learn the core topics and how to apply them in practice.
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Book details

List price: $180.00
Edition: 4th
Copyright year: 2006
Publisher: Pearson Education
Binding: Mixed Media
Pages: 864
Size: 7.50" wide x 10.25" long x 1.25" tall
Weight: 3.542
Language: English

About this book
How to use this book
Guided tour of the book
Guided tour of companion website
Guide to the main focus of case studies
Acknowledgements
Publisher's acknowledgements
Introduction
Corporate strategy
Introduction
Case study 1.1
What is corporate strategy?
Case study 1.2
Core areas of corporate strategy
Process, content and context
Process: linking the three core areas
What makes 'good' strategy?
Strategy development in public and non-profit organisations
International dimensions in corporate strategy
Case study 1.3
Critical reflection
Summary
Questions
Further reading
Notes and references
A review of theory and practice
Introduction
Case study 2.1
Historical context of strategy
Case study 2.2
Prescriptive corporate strategy in practice
Case study 2.3
Emergent corporate strategy in practice
Case study 2.4
Some prescriptive theories of corporate strategy
Case study 2.5
Some emergent theories of corporate strategy
Strategy as history - the contributions of Penrose and Chandler
Case study 2.6
Critical reflection
Summary
Questions
Further reading
Notes and references
Analysis of the Environment
Analysing the environment - basics
Introduction
Case study 3.1
Exploring the competitive environment
Strategic environment - the basics
Degree of turbulence in the environment
Analysing the general environment
Case study 3.2
Analysing the stages of market growth
Case study 3.3
Key factors for success in an industry
Analysing the competitive industry environment - the contribution of Porter
Analysing the co-operative environment
Analysing one or more immediate competitors in depth
Analysing the customer and market segmentation
Conclusions
Case study 3.4
Critical reflection
Summary
Questions
Further reading
Notes and references
Analysing markets, competition and co-operation
Introduction
Case study 4.1
Sustainable competitive advantage
Dynamics of competitive advantage
Case study 4.2
The nature and intensity of competition in an industry
Aggressive competitive strategies
Analysing an organisation's portfolio of competing products and services
Case study 4.3
Developing co-operation strategies
Distributor analysis
Analysing the role of government
Analysing international competitors and co-operators
Case study 4.4
Critical reflection
Summary
Questions
Further reading
Notes and references
Developing customer-driven strategy
Introduction
Case study 5.1
Customers and customer-driven strategy - the contribution of Theodore Levitt
Customer profiling and sustainable competitive advantage
Market segmentation
Case study 5.2
Competitive positioning
Strategy implications: analysing branding and reputation
Strategy implications: communicating with customers and stakeholders
Strategy implications: strategic pricing and value for money
International customer considerations
Case study 5.3
Critical reflection
Summary
Questions
Further reading
Notes and references
Analysis of Resources
Analysing resources - basics
Introduction
Case study 6.1
Prescriptive and emergent approaches to resource issues
Key factors for success in an industry
Analysing the resources of an individual organisation
Case study 6.2
Resource analysis and adding value
Adding competitive value: the value chain and the value system - the contribution of Porter
Resource analysis and economic rent - the contribution of David Ricardo
Case study 6.3
Resource analysis and competitive advantage - the resource-based view
Identifying which resources deliver sustainable competitive advantage
Resource analysis - improving competitive advantage
Case study 6.4
Critical reflection
Summary
Questions
Further reading
Notes and references
Analysing human resources
Introduction
Case study 7.1
Human resource analysis and corporate strategy
Human resource audit
Analysis of organisational culture
Case study 7.2
Analysis of strategic change in organisations
Analysis of politics, power and strategic change
International cultural perspectives
Case study 7.3
Case study 7.4
Critical reflection
Summary
Questions
Further reading
Notes and references
Analysing financial resources
Introduction
Case study 8.1
Analysing the sources of finance
Cost of capital and the optimal capital structure
Case study 8.2
Financial appraisal of strategy proposals
Financial management and added value: maximising shareholder wealth
Relationship between financial and corporate objectives
Case study 8.3
International aspects of financial resources
Case study 8.4
Critical reflection
Summary
Questions
Checklist of the main financial ratios
Corporate strategy becomes a legal requirement for British companies
Further reading
Notes and references
Analysing operations resources
Introduction
Case study 9.1
Operations and corporate strategy
Analysis of the operations environment
Case study 9.2
The role of operations in adding value and achieving sustainable competitive advantage
Operations activities and corporate strategy
Case study 9.3
Service operations strategy
Critical reflection
Summary
Questions
Further reading
Notes and references
The Purpose of the Organisation
Purpose shaped by vision, leadership and ethics
Introduction
Case study 10.1
Shaping the purpose of the organisation
Case study 10.2
Developing a strategic vision for the future
Case study 10.3
Purpose and the role of leadership
Case study 10.4
Corporate governance and the purpose of the organisation
Purpose shaped by ethics and corporate social responsibility
Critical reflection
Summary
Questions
Further reading
Notes and references
Purpose emerging from knowledge, technology and innovation
Introduction
Case study 11.1
The nature of knowledge
Case study 11.2
Knowledge creation and purpose
Case study 11.3
Using technology to develop purpose and competitive advantage
Case study 11.4
Innovation and purpose
Case study 11.5
How to innovate: the 'ideas' process
Critical reflection
Summary
Questions
Further reading
Notes and references
Purpose delivered through corporate and business objectives
Introduction
Case study 12.1
Clarifying the purpose of the organisation
Corporate purpose and corporate-level strategy
Stakeholder analysis
Case study 12.2
Developing the mission
Developing the objectives
Case study 12.3
Quality objectives and strategic purpose
Emergent strategy perspectives
Stakeholder power around the world and its influence on mission and objectives
Critical reflection
Summary
Questions
Further reading
Notes and references
Developing the Strategy
Developing strategic options: the prescriptive process
Introduction
Case study 13.1
Purpose and the SWOT analysis - the contribution of Andrews
Environment-based options: generic strategies - the contribution of Porter
Case study 13.2
Case study 13.3
Environment-based strategic options: the market options matrix
Environment-based strategic options: the expansion method matrix
Case study 13.4
Resource-based strategic options: the value chain
Resource-based strategic options: the resource-based view
Resource-based strategic options: cost reduction
Resource-based options in some special types of organisation
Critical reflection
Summary
Questions
Further reading
Notes and references
Strategy evaluation and development: the prescriptive process
Introduction
Case study 14.1
Prescriptive strategy content: evaluation against six criteria
Case study 14.2
Prescriptive strategy content: procedures and techniques
Applying empirical evidence and guidelines
Case study 14.3
The classic prescriptive model of corporate strategy: exploring the process
International corporate strategy selection
Case study 14.4
Critical reflection
Summary
Questions
Appendix
Further reading
Notes and references
Finding the strategic route forward: emergent and prescriptive approaches
Introduction
Case study 15.1
The importance of strategy context
Case study 15.2
The survival-based strategic route forward
The uncertainty-based strategic route forward
Case study 15.3
The network-based strategic route forward
The game theory-based route forward
The learning-based strategic route forward
International considerations
Case study 15.4
Critical reflection
Summary
Questions
Appendix
Further reading
Notes and references
Organisational structure, style and people issues
Introduction
Case study 16.1
Strategy before structure?
Building the organisation's structure: basic principles
The choice of management style and culture
Types of organisational structure
Case study 16.2
Organisational structures for innovation
Motivation and staffing in strategy implementation
Strategy and structure in international organisations - the role of headquarters
Case study 16.3
Critical reflection
Summary
Questions
Further reading
Notes and references
The Implementation Process
Resource allocation, strategic planning and control
Introduction
Case study 17.1
The implementation process
Relationship between implementation and the strategy development process
Case study 17.2
Objectives, task setting and communicating the strategy
Resource allocation
Case study 17.3
Strategic planning
Information, monitoring and control
Implementation of international strategy
Critical reflection
Summary
Questions
Further reading
Notes and references
Government, public sector and not-for-profit strategies
Introduction
Case study 18.1
Analysing the strategic environment in public sector strategy
Analysing resources in the public and not-for-profit sectors
Case study 18.2
Exploring the purpose of public and not-for-profit organisations
Context, content and process in public sector strategy
Implementation in public sector strategy
Case study 18.3
Critical reflection
Summary
Questions
Acknowledgements
Further reading
Notes and references
International expansion and globalisation strategies
Introduction
Case study 19.1
International expansion and globalisation: their meaning and importance
Case study 19.2
World trade and the international expansion strategies of companies
Influence of institutions involved in international trade
Case study 19.3
International and global expansion strategies: the company perspective
International and global expansion strategies: organisation structures
Developing international relationships such as alliances and joint ventures
Case study 19.4
Critical reflection
Summary
Questions
Further reading
Notes and references
The dynamics of strategy development and entrepreneurial growth
Introduction
Case study 20.1
The dynamics of purpose
The dynamics of resource development
The dynamics of environmental development
Case study 20.2
The dynamics of fast-moving markets
Case study 20.3
The dynamics of entrepreneurial activity
Critical reflection
Summary
Questions
Further reading
Notes and references
Managing strategic change
Introduction
Case study 21.1
The basic concept of strategic change
Analysing the causes of strategic change
Case study 21.2
Prescriptive approaches to managing strategic change
Case study 21.3
Emergent approaches to managing change
Developing a strategic change programme
Case study 21.4
Critical reflection
Summary
Questions
Further reading
Notes and references
Building a cohesive corporate strategy
Introduction
Case study 22.1
Cohesion in prescriptive and emergent processes
Combining the elements of corporate strategy: the 'Seven S Framework'
Longer-term strategy issues
Case study 22.2
Critical reflection
Summary
Questions
Further reading
Notes and references
Glossary
Name index
Subject index