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Contents | |
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Preface | |
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Introduction | |
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The Concept of Strategy | |
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Introduction and Objectives | |
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The Role of Strategy in Success | |
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The Basic Framework for Strategy Analysis | |
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A Brief History of Business Strategy | |
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Strategic Management Today | |
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The Role of Analysis in Strategy Formulation | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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The Tools of Strategy Analysis | |
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Goals, Values and Performance | |
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Introduction and Objectives | |
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Strategy as a Quest for Value | |
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Strategy and Real Options | |
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Putting Performance Analysis into Practice | |
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Beyond Profit: Values and Social Responsibility | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Industry Analysis: The Fundamentals | |
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Introduction and Objectives | |
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From Environmental Analysis to Industry Analysis | |
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The Determinants of Industry Profit: Demand and Competition | |
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Analyzing Industry Attractiveness | |
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Applying Industry Analysis | |
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Defining Industries: Where to Draw the Boundaries | |
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From Industry Attractiveness to Competitive Advantage: | |
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Identifying Key Success Factors | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Further Topics in Industry and Competitive Analysis | |
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Introduction and Objectives | |
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Extending the Five Forces Framework | |
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The Contribution of Game Theory | |
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Competitor Analysis | |
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Segmentation Analysis | |
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Strategic Groups | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Analyzing Resources and Capabilities | |
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Introduction and Objectives | |
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The Role of Resources and Capabilities in Strategy Formulation | |
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The Resources of the Firm | |
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Organizational Capabilities | |
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Appraising Resources and Capabilities | |
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Putting Resource and Capability Analysis to Work: A Practical Guide | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Developing Resources and Capabilities | |
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Introduction and Objectives | |
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Developing Resources | |
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The Challenge of Capability Development | |
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Approaches to Capability Development | |
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Knowledge Management and the Knowledge-based View | |
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Designing Knowledge Management Systems | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Organization Structure and Management Systems: The Fundamentals of Strategy Implementation | |
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Introduction and Objectives | |
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The Evolution of the Corporation | |
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The Organizational Problem: Reconciling Specialization | |
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with Coordination and Cooperation | |
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Hierarchy in Organizational Design | |
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Applying the Principles of Organizational Design | |
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Organizing on the Basis of Coordination Intensity | |
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Alternative Structural Forms | |
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Management Systems for Coordination and Control | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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The Analysis of Competitive Advantage | |
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The Nature and Sources of Competitive Advantage | |
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Introduction and Objectives | |
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The Emergence of Competitive Advantage | |
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Sustaining Competitive Advantage | |
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Competitive Advantage in Different Market Settings | |
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Types of Competitive Advantage: Cost and Differentiation | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Cost Advantage | |
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Introduction and Objectives | |
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Strategy and Cost Advantage | |
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The Sources of Cost Advantage | |
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Using the Value Chain to Analyze Costs | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Differentiation Advantage | |
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Introduction and Objectives | |
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The Nature of Differentiation and Differentiation Advantage | |
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Analyzing Differentiation: The Demand Side | |
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Analyzing Differentiation: The Supply Side | |
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Bringing It All Together: The Value Chain in Differentiation Analysis | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Business Strategies In Different | |
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Industry Contexts | |
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Industry Evolution and Strategic Change | |
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Introduction and Objectives | |
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The Industry Life Cycle | |
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Structure, Competition and Success Factors over the Life Cycle | |
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Organizational Adaptation and Change | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Technology-based Industries and the Management of Innovation | |
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Introduction and Objectives | |
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Competitive Advantage in Technology-intensive Industries | |
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Strategies to Exploit Innovation: How and When to Enter | |
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Competing for Standards | |
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Implementing Technology Strategies: Creating the Conditions | |
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for Innovation | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Competitive Advantage in Mature Industries | |
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Introduction and Objectives | |
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Competitive Advantage in Mature Industries | |
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Strategy Implementation in Mature Industries: Structure, | |
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Systems and Style | |
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Strategies for Declining Industries | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Corporate Strategy | |
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Vertical Integration and the Scope of the Firm | |
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Introduction and Objectives | |
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Transaction Costs and the Scope of the Firm | |
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The Costs and Benefits of Vertical Integration | |
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Designing Vertical Relationships | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Global Strategies and the Multinational Corporation | |
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Introduction and Objectives | |
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Implications of International Competition for Industry Analysis | |
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Analyzing Competitive Advantage in an International Context | |
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Applying the Framework: International Location of Production | |
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Applying the Framework: Foreign Entry Strategies | |
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Multinational Strategies: Global Integration versus | |
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National Differentiation | |
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Strategy and Organization within the Multinational Corporation | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Diversification Strategy | |
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Introduction and Objectives | |
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Trends in Diversification over Time | |
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Motives for Diversification | |
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Competitive Advantage from Diversification | |
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Diversification and Performance | |
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Summary | |
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Self-Study Questions | |
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Appendix: Does Diversification Confer Market Power? | |
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Notes | |
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Implementing Corporate Strategy: Management of the Multibusiness Firm | |
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Introduction and Objectives | |
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Governance and the Structure of the Multibusiness Corporation | |
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The Role of Corporate Management | |
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Managing the Corporate Portfolio | |
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Managing Individual Businesses | |
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Managing Linkages between Businesses | |
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Managing Change in the Multibusiness Corporation | |
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External Strategy: Mergers and Acquisitions | |
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Summary | |
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Self-Study Questions | |
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Notes | |
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Current Trends in Strategic Management | |
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Introduction | |
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The New External Environment of Business | |
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Managing in an Economic Crisis | |
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New Directions in Strategic Thinking | |
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Redesigning the Organization | |
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New Modes of Leadership | |
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Summary | |
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Notes | |
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Index | |