Fundamentals of Strategy

Höfundur: Richard Whittington (Útgáfa: 6)
Fundamentals of Strategy

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Understand and apply the essential concepts and techniques of strategy. Fundamentals of Strategy, 6th Edition is a concise and easy-to-follow introduction to the core issues and techniques of strategy from the author team of the market-leading Exploring Strategy. This latest edition is renewed and revised to reflect contemporary strategic issues with increased emphasis on business ecosystems, platforms, purpose and implementation.

Each chapter includes a diverse range of international examples from across sectors and industries, including start-ups, non-profits, and multinationals. End-of-chapter case studies further help you to connect theories to real-world scenarios. The nine chapters provide an accessible introductory analysis of the 'strategic position' and 'strategic choices' facing contemporary organisations. Topics explored include macro-environmental and industry analysis, strategic capability, stakeholders and culture as well as a discussion of business-level strategies, business models, international strategies, strategic entrepreneurship, innovation and mergers and acquisitions.

The final chapter, 'Strategy in action' addresses implementation issues such as organisational structure, managerial systems and strategic change. In addition, new supporting content at the end of the book on ‘Working with strategy' for case study analysis and presentation further provides practical tools to help you develop your strategic analysis and communication skills. As a result, this textbook is ideal for undergraduate and MBA students who study strategy analysis-related courses or strategy as part of a wider degree in areas such as science or engineering.

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Útgefandi
Pearson International Content
ISBN
9781292731681
Print ISBN
9781292731674
Format
ePub
Útgáfa
6
Höfundar
Richard Whittington
Tungumál
English
Útgefið
2023-12-08
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover
  • About Fundamentals of Strategy
  • Title
  • Copyright
  • Brief contents
  • Contents
  • Pearson’s Commitment to Diversity, Equity and Inclusion
  • Getting the most from Fundamentals of Strategy
  • 1 Introducing strategy
  • Learning outcomes
  • Key terms
  • 1.1 Introduction
  • 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 Good and bad strategy
  • 1.2.5 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
  • 1.4 Strategy development processes
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: A viable unicorn? Airbnb
  • 2 Macro-environment analysis
  • Learning outcomes
  • Key terms
  • 2.1 Introduction
  • 2.2 PESTEL analysis
  • 2.2.1 Politics
  • 2.2.2 Economics
  • 2.2.3 Social
  • 2.2.4 Technology
  • 2.2.5 Ecological
  • 2.2.6 Legal
  • 2.2.7 Key drivers for change
  • 2.3 Forecasting
  • 2.3.1 Forecast approaches
  • 2.3.2 Directions of change
  • 2.4 Scenario analysis
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Gasunie: Hydrogen Pipedreams
  • 3 Industry and sector analysis
  • Learning outcomes
  • Key terms
  • 3.1 Introduction
  • 3.2 Industry analysis
  • 3.2.1 The competitive forces
  • 3.2.2 Implications of the Competitive Five Forces
  • 3.3 Industry dynamics and the life cycle
  • 3.4 Ecosystems and complementors
  • 3.4.1 Ecosystems
  • 3.4.2 Complementors
  • 3.5 Strategic groups and market segments
  • 3.5.1 Strategic groups
  • 3.5.2 Market segments
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Game-changing digital forces in the global advertising industry
  • 4 Resources and capabilities analysis
  • Learning outcomes
  • Key terms
  • 4.1 Introduction
  • 4.2 Foundations of resources and capabilities
  • 4.2.1 Resources and capabilities
  • 4.2.2 Threshold and distinctive resources and capabilities
  • 4.3 Distinctive resources and capabilities as a basis of competitive advantage
  • 4.3.1 V – value of resources and capabilities
  • 4.3.2 R – rarity
  • 4.3.3 I – inimitability
  • 4.3.4 O – organisational support
  • 4.4 Analysing resources and capabilities
  • 4.4.1 VRIO analysis
  • 4.4.2 The value chain
  • 4.4.3 SWOT
  • 4.5 Dynamic capabilities
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Reconfiguring retailing resources
  • 5 Purpose and culture
  • Learning outcomes
  • Key terms
  • 5.1 Introduction
  • 5.2 Stakeholders
  • 5.2.1 Stakeholder mapping
  • 5.2.2 Stakeholder power and attention
  • 5.3 Purpose and social responsibility
  • 5.4 Organisational culture
  • 5.5 Analysing culture: the cultural web
  • 5.6 Deliberate and emergent cultural impacts
  • 5.6.1 Organisational identity
  • 5.6.2 Strategic drift
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Petrobras: keep on trucking
  • 6 Business strategy and models
  • Learning outcomes
  • Key terms
  • 6.1 Introduction
  • 6.2 Competitive strategies
  • 6.2.1 Cost leadership strategy
  • 6.2.2 Differentiation strategy
  • 6.2.3 Focus strategy
  • 6.2.4 Hybrid strategy
  • 6.2.5 ‘Blue Ocean Strategy’
  • 6.3 Game theory
  • 6.4 Business models
  • 6.4.1 Value creation, configuration and capture
  • 6.4.2 Business model patterns
  • 6.4.3 Multi-sided platforms and strategies
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: The (new) IKEA approach
  • 7 Entrepreneurship and innovation
  • Learning outcomes
  • Key terms
  • 7.1 Introduction
  • 7.2 Entrepreneurship
  • 7.2.1 Opportunity recognition
  • 7.2.2 Entrepreneurial process steps
  • 7.2.3 Stages of entrepreneurial growth
  • 7.3 Innovation dilemmas
  • 7.3.1 Technology push or market pull
  • 7.3.2 Product or process innovation
  • 7.3.3 Open or closed innovation
  • 7.4 Innovation diffusion
  • 7.4.1 The pace of diffusion
  • 7.4.2 The diffusion S-curve
  • 7.5 Innovators and imitators
  • 7.5.1 First-mover advantages and disadvantages
  • 7.5.2 The incumbent’s response
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Globalwork – building a start-up in Colombia
  • 8 Corporate strategy
  • Learning outcomes
  • Key terms
  • 8.1 Introduction
  • 8.2 Strategy directions
  • 8.2.1 Market penetration
  • 8.2.2 Product and service development
  • 8.2.3 Market development
  • 8.2.4 Unrelated diversification
  • 8.3 Diversification drivers
  • 8.4 Vertical integration
  • 8.4.1 Forward and backward integration
  • 8.4.2 To integrate or to outsource?
  • 8.5 Value creation and the corporate parent
  • 8.5.1 Value-adding activities
  • 8.5.2 Value-destroying activities
  • 8.6 The BCG (or growth/share) matrix
  • 8.7 International diversification strategy
  • 8.8 Growth methods: organic, acquisition and alliances
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Grand strategies in vision
  • 9 Strategy in action
  • Learning outcomes
  • Key terms
  • 9.1 Introduction
  • 9.2 Strategy evaluation
  • 9.2.1 Evaluating performance
  • 9.2.2 Evaluating options
  • 9.3 Leadership
  • 9.3.1 Leadership positions
  • 9.3.2 Leadership styles
  • 9.4 Hard implementation
  • 9.4.1 Structures
  • 9.4.2 Systems
  • 9.5 Soft implementation
  • 9.5.1 Cultural change
  • 9.5.2 Sensemaking
  • 9.5.3 Procedural justice
  • 9.6 Steps for strategic change: Kotter’s change model
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: The Festival d’Aix-en-Provence: leading change in a time of crisis
  • Appendix: Working with strategy
  • Glossary
  • Name index
  • General index
  • Publisher’s acknowledgements