Exploring Strategy Text Only

Name: Exploring Strategy Text Only
Price: 4580 ISK
Availability: InStock
Author: Richard Whittington; Patrick Regnér; Duncan Angwin; Julia Hautz; Gerry Johnson; Kevan Scholes
ISBN: 9781292741314

Höfundar: Richard Whittington; Patrick Regnér; Duncan Angwin; Julia Hautz; Gerry Johnson; Kevan Scholes (Útgáfa: 14)

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Develop your strategic thinking and tackle business challenges with confidence. Exploring Strategy (Text Only) 14e provides the most comprehensive and practical introduction to strategic management, helping you to examine the fundamental questions facing organizations today - how they prosper, grow, innovate, and adapt in an increasingly complex business environment. Built around a unique three-part framework – Strategic Position, Strategic Choices, and Strategy in Action – the text bridges theory and application through clear explanations, illustrative examples and real-world case studies.

Every chapter integrates tried-and-tested learning features which enable you to ‘think differently’ and prepare for success in your studies. The 14th edition is fully revised and updated to reflect the latest developments in strategy, including how organizations can use Artificial Intelligence in their strategizing and how you can apply these tools effectively and appropriately within your coursework.

As an increasingly vital cross-cutting theme, sustainability topics are also expanded, from environmental analysis to strategy evaluation and implementation. In addition, there are more real-world connections including 30 new or updated end-of-text case studies from subject matter experts exploring a diverse range of industries around the world. Within chapters, a brand-new running case illustration follows Emilie, a graduate looking to grow her coffee shop business, allowing you to apply key concepts and techniques throughout to deepen understanding.

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Útgefandi: Pearson International Content

ISBN: 9781292741314

Print ISBN: 9781292473338

Format: ePub

Útgáfa: 14

Höfundar: Richard Whittington; Patrick Regnér; Duncan Angwin; Julia Hautz; Gerry Johnson; Kevan Scholes

Tungumál: English

Útgefið: 2026-06-25

Prent takmörkun á líftíma: 100

Prent takmörkun: 2

Afritunar takmörkun: 2

Kaflar

Cover Page
Title
Copyright
Brief Contents
Contents
Illustrations and Thinking Differently
List of figures
List of tables
List of Mini-cases
Cross-cutting Themes
Preface
Exploring Strategy Features
Exploring Strategy Online
Digital Courseware
1. Introducing strategy
1.1 Introduction
1.1.1 Why ‘Exploring Strategy’?
1.2 What is strategy?
1.2.1 Defining strategy
1.2.2 Purpose, vision, mission, objectives
1.2.3 Strategy statements
1.2.4 Levels of strategy
1.3 The Exploring Strategy Framework
1.3.1 Strategic position
1.3.2 Strategic choices
1.3.3 Strategy in action
1.3.4 Cross-cutting themes: non-profits, sustainability and digital
1.4 Strategy careers
1.5 Studying strategy
1.6 Exploring strategy further
1.6.1 Exploring strategy in different organisational types
1.6.2 Exploring strategy through different ‘strategy lenses’
Mini-case: ‘Where is the Noah’s Ark that saved mankind’? BYD saves the world
Key takeaways: Introducing strategy
Recommended key readings
References
2. Working with strategy
2.1 Introduction
2.2 Strategic thinking
2.2.1 Thinking slow
2.2.2 Two brains
2.2.3 Checklists
2.3 Strategic frameworks
2.3.1 SWOT analysis
2.3.2 Using multiple frameworks
2.3.3 Frameworks and theories
2.4 Strategic thinking techniques
2.4.1 Allocentrism
2.4.2 Issue trees
2.4.3 System mapping
2.5 Strategy analysis procedures
2.5.1 Analysing strategy cases
2.5.2 Analysing real organisations
2.6 Developing and communicating strategy
2.6.1 Developing a strategic plan
2.6.2 Good and bad strategy
2.6.3 Presenting strategy
2.6.4 The use of AI
Mini-case: Canal+: Competing with Giants
Key takeaways
Recommended key readings
References
Part I: The strategic position
Introduction to Part I
3. Macro-environment analysis
3.1 Introduction
3.2 Macro-environmental factors
3.2.1 Market and non-market environments
3.2.2 PESTEL analysis
3.2.3 Key drivers for change
3.3 Forecasting
3.3.1 Forecast approaches
3.3.2 Directions of change
3.4 Scenario analysis
Mini-case: Gasunie: hydrogen pipedreams
Key takeaways
Recommended key readings
References
4. Industry and sector analysis
4.1 Introduction
4.2 Industry analysis
4.2.1 Defining the industry
4.2.2 The competitive forces
4.2.3 Implications of the Competitive Five Forces
4.3 Industry types and dynamics
4.3.1 Industry types
4.3.2 Industry structure dynamics
4.4 Ecosystems and complementors
4.4.1 Ecosystems
4.4.2 Complementors
4.5 Strategic groups and market segments
4.5.1 Strategic groups
4.5.2 Market segments
Mini-case: Game-changing digital forces in the global advertising industry
Key takeaways
Recommended key readings
References
5. Resources and capabilities analysis
5.1 Introduction
5.2 Foundations of resources and capabilities
5.2.1 Resources and capabilities
5.2.2 Threshold and distinctive resources and capabilities
5.3 Distinctive resources and capabilities as a basis of competitive advantage
5.3.1 V – value of resources and capabilities
5.3.2 R – rarity
5.3.3 I – inimitability
5.3.4 O – exploited by the organisation
5.4 Analysing resources and capabilities
5.4.1 VRIO analysis
5.4.2 The value chain and value system
5.4.3 Activity systems
5.4.4 Benchmarking
5.5 Dynamic capabilities
Mini-case: Reconfiguring retailing resources
Key takeaways
Recommended key readings
References
6. Purpose and stakeholders
6.1 Introduction
6.2 Organisational and stakeholder values
6.2.1 Organisational values
6.2.2 Stakeholder groups
6.2.3 Stakeholder mapping
6.2.4 Owners
6.3 Organisational purpose
6.3.1 Social responsibility
6.3.2 Managing hybrid organisations
6.4 Organisational governance
Mini-case: Hempel: sustainability as a strategy
Key takeaways
Recommended key readings
References
7. Culture and strategy
7.1 Introduction
7.2 History, geography and fields
7.2.1 Historical influences
7.2.2 Geographical influences
7.2.3 Field influences
7.3 Organisational culture
7.4 Analysing culture: the cultural web
7.5 Deliberate and emergent cultural impacts
7.5.1 Organisational identity
7.5.2 Strategic drift
Mini-case: Birmingham’s big bold bankruptcy
Key takeaways
Recommended key readings
References
Commentary on Part I Advanced strategy: Four strategy lenses
Mini-case: Starbucks: three CEOs; three strategies?
Part II: Strategic choices
Introduction to Part II
8. Business strategy and models
8.1 Introduction
8.2 Competitive strategies
8.2.1 Cost-leadership strategy
8.2.2 Differentiation strategy
8.2.3 Focus strategy
8.2.4 Hybrid strategy
8.2.5 Blue ocean strategy
8.3 Interactive strategies
8.3.1 Interdependence between rivals
8.3.2 Game theory
8.4 Business models
8.4.1 Value creation, configuration and capture
8.4.2 Common business models
8.4.3 Multi-sided platforms and strategies
Mini-case: The (new) IKEA approach
Key takeaways
Recommended key readings
References
9. Corporate strategy
9.1 Introduction
9.2 Strategy directions
9.2.1 Market penetration
9.2.2 Market development
9.2.3 Product and service development
9.2.4 Unrelated diversification
9.3 Diversification drivers
9.4 Diversification and performance
9.5 Vertical integration
9.5.1 Forward and backward integration
9.5.2 To integrate or to outsource?
9.5.3 Divestment
9.6 Value creation and the corporate parent
9.6.1 Value-adding and value-destroying activities of corporate parents
9.6.2 The portfolio manager
9.6.3 The synergy manager
9.6.4 The parental developer
9.7 Portfolio matrices
9.7.1 Directional policy matrices
9.7.2 The parenting matrix
Mini-case: Grand strategies in vision
Key takeaways
Recommended key readings
References
10. International strategy
10.1 Introduction
10.2 Internationalisation drivers
10.3 Geographic sources of advantage
10.3.1 Locational advantage: Porter’s diamond
10.3.2 The international value system
10.4 International strategies
10.5 Market selection and entry
10.5.1 Country and market characteristics
10.5.2 Competitive characteristics
10.5.3 Entry mode strategies
10.6 Subsidiary roles and strategies in multinational firms
Mini-case: Tomra’s institutional challenges
Key takeaways
Recommended key readings
References
11. Entrepreneurship and innovation
11.1 Introduction
11.2 Entrepreneurship
11.2.1 Opportunity recognition
11.2.2 Entrepreneurial process steps
11.2.3 Stages of entrepreneurial growth
11.2.4 Social entrepreneurship
11.3 Innovation dilemmas
11.3.1 Technology push or market pull
11.3.2 Product or process innovation
11.3.3 Open or closed innovation
11.4 Innovation diffusion
11.4.1 The pace of diffusion
11.4.2 The diffusion S-curve
11.5 Innovators and imitators
11.5.1 First-mover advantages and disadvantages
11.5.2 The incumbent’s response
Mini-case: Globalwork – Building a start-up in Colombia
Key takeaways
Recommended key readings
References
12. Mergers, acquisitions and alliances
12.1 Introduction
12.2 Organic development
12.3 Mergers and acquisitions
12.3.1 Defining M&A
12.3.2 M&A contexts
12.3.3 M&A strategy
12.3.4 M&A processes
12.3.5 M&A strategy over time
12.4 Strategic alliances
12.4.1 Types of strategic alliance
12.4.2 Motives for alliances
12.4.3 Strategic alliance processes
12.5 Comparing acquisitions, alliances and organic development
12.5.1 Buy, ally or DIY?
Mini-case: Diamonds in the rough? Volkswagen’s acquisition strategy
Key takeaways
Recommended key readings
References
Commentary on Part II Strategic choices
Part III: Strategy in action
Introduction to Part III
13. Evaluating strategies
13.1 Introduction
13.2 Gap analysis
13.2.1 Performance measures
13.2.2 Performance comparisons
13.2.3 Complexities of performance analysis
13.3 SAFE
13.3.1 Suitability
13.3.2 Acceptability
13.3.3 Feasibility
13.3.4 Evaluation
Mini-case: ‘Refreshing’ Heineken
Key takeaways
Recommended key readings
References
14. Strategy development processes
14.1 Introduction
14.2 Deliberate strategy development
14.2.1 The role of the strategic leader
14.2.2 Strategic planning systems
14.2.3 Externally imposed strategy
14.3 Emergent strategy development
14.3.1 Logical incrementalism
14.3.2 Strategy as the outcome of political processes
14.3.3 Strategy as the result of organisational structures and systems
14.4 Implications for managing strategy development
14.4.1 Managing strategy development in different contexts
Mini-case: From Google to Alphabet to Moonshots to Gemini: Strategy development twists and turns
Key takeaways
Recommended key readings
References
15. Implementing strategy
15.1 Introduction
15.2 Hard implementation
15.2.1 Structural types
15.2.2 Systems
15.3 Soft implementation
15.3.1 Cultural change
15.3.2 Sensemaking
15.3.3 Procedural justice
15.4 Integrating for implementation
15.4.1 Strategic alignment
15.4.2 Strategic configuration
Mini-case: Northvolt: Go big or go home
Key takeaways
Recommended key readings
References
16. Leadership and strategic change
16.1 Introduction
16.2 Leadership and strategic change
16.2.1 Change leadership roles
16.2.2 Leadership styles
16.3 Analysing the change context
16.3.1 Forcefield analysis
16.3.2 The change kaleidoscope
16.4 Types of strategic change
16.4.1 Strategic transformation
16.4.2 Turnaround
16.4.3 Ambidexterity
16.5 Levers for strategic change
16.5.1 A compelling case for change
16.5.2 Challenging the ‘taken for granted’
16.5.3 Changing operational processes and routines
16.5.4 Symbolic management
16.5.5 Power and political systems
16.5.6 Timing
16.5.7 Visible short-term wins
16.6 Problematising change
16.6.1 The problems of formal process
16.6.2 Underestimating informal change
16.6.3 The need for resilience
Mini-case: The Festival d’Aix-en-Provence: leading change in a time of crisis
Key takeaways
Recommended key readings
References
17. The practice of strategy
17.1 Introduction
17.2 The strategists
17.2.1 Chief executives and directors
17.2.2 Strategic planners
17.2.3 Middle managers
17.2.4 External strategists
17.3 Strategising
17.3.1 Strategy analysis
17.3.2 Strategic issue selling
17.3.3 Strategic decision making
17.3.4 Communicating strategy
17.4 Strategy methods
17.4.1 Digital strategy tools
17.4.2 Strategy workshops
17.4.3 Strategy projects
17.4.4 Hypothesis testing
17.4.5 Open strategy
Mini-case: Wikimedia’s Open Strategy
Key takeaways
Recommended key readings
References
Commentary on Part III Strategy in action
Glossary
Name index
General index