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List of tables | |
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List of Figures | |
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List of case studies | |
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Preface | |
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The Essence of Strategy and Strategic Management | |
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Introduction: the Nature and Significance of Strategy | |
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Strategic Management in Theory and Practice | |
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Important Strategy Concepts | |
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The 'Design-plus' Strategic Management Framework | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Understanding the External Environment | |
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Introduction | |
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Characteristics of the External Environment | |
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A Systematic Framework for Macro Environmental Analysis | |
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Methods for Scanning and Assessing the Macro Environment | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Industry Sector Environments | |
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Introduction: Market and Industry Sector Environments | |
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Factors that drive Industry Sector Structure and Enterprise Conduct | |
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Structural Characteristics of Industry Sectors | |
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External Factors that Affect the Industry Sector | |
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Demand Influences | |
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Analysing Market and Industry Sector Environments | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Enterprise Stakeholders, Identity and Purpose | |
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Introduction: Why Does This Enterprise Exist? | |
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Stakeholders: for Whom this Enterprise Exists | |
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Enterprise Mission, Vision and Objectives | |
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Stakeholder Priorities and Strategic Agendas | |
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Enterprise Identity and Ethos | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Enterprise Resources and Distinctive Capabilities | |
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Introduction: Why Resources and Capabilities Matter | |
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Enterprise Effectiveness and Advantage from Resources and Capabilities | |
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Analysing Distinctive Resources and Capabilities | |
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The Internal Value-adding Chain | |
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Strategic Value-chain Analysis | |
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Enterprise Performance Assessment: Accounting Measures | |
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Economic Value-added (EVA) Performance Measures | |
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Non-financial and Qualitative Performance Measures | |
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Actions Arising from Performance Assessment | |
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Reflections on the Resource-Based View of Advantage | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Strategic Decision-Making | |
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Introduction: Strategic Issue Diagnosis and Decision Making | |
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Constructing the Strategic Position Statement | |
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Strategic Decision-making | |
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Constraints on Issue Diagnosis and Decision-making | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Enterprise-level Strategy Frameworks | |
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Introduction: Why Strategy Frameworks? | |
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Archetype Frameworks | |
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Matrix Frameworks | |
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Directional (Vector) Strategy Frameworks | |
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Reflections on the Generic Strategy Approach | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Scale, Non-Scale and Vertical Strategies | |
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Introduction: Scale and Non-scale Capabilities as Sources of Sustainable Advantage | |
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Strategies based on Scale-exploiting Capabilities | |
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Strategies Based on Non-scale Capabilities | |
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Can Scale and Non-scale Strategic Priorities Be Combined? | |
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Vertical (Supply Chain) Strategies | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Innovation Strategies | |
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Introduction: Strategies through the Demand Lifecycle | |
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Emergent Phase Strategies | |
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Rapid-growth Phase Strategies | |
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Maturity Phase Strategies | |
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Decline Phase Strategies | |
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Innovation-Intensive Strategies | |
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Innovative Learning Cycles | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Diversification Strategies in the Multi-activity Enterprise | |
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Introduction: the Concept of Diversification | |
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Diversification and Corporate Strategy | |
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Classification of Diversification Strategies | |
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Strategic Management of the Diversified, Multi-activity Enterprise | |
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Other Corporate-level Responsibilities | |
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The Roles of Strategic Business Unit Managers | |
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The Performance of Diversified Enterprises | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Acquisition, Merger and Alliance Strategies | |
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Introduction: Acquisitions, Mergers and Alliances | |
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Acquisition and Merger Strategies | |
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Alliance (Collaboration) Strategies | |
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Joint Venture Strategic Alliances | |
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Non-JV Alliances | |
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Less-formal Network Alliances | |
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Alliance Strategies and Performance | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Multinational and Global Strategies | |
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Introduction: Cross-border Operations Require New Strategies | |
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Patterns of International Expansion | |
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Distinctive National Characteristics and Development Paths | |
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Global Convergence: the Significance of 'Megatrends' | |
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International Generic Strategies | |
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Organizing the International Enterprise | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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Strategy Implementation and Change Management | |
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Introduction: 'Making Strategy Happen' | |
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Successful strategy implementation | |
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Integration: the Key Implementation Challenge | |
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Organizational Design | |
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Strategic Planning Systems and Control Processes | |
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Managing Strategic Change and Transformation | |
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Summary | |
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Exercises for Further Study and Discussion | |
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Suggestions for Further Reading | |
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References | |
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Glossary | |
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Index | |