Strategy: Theory and Practice

Höfundur: Stewart Clegg (Útgáfa: 4)
Strategy: Theory and Practice

Kaup valmöguleikar

Þessi mikilvæga bók er skrifuð af hópi sérfræðinga og hefur hlotið lof fyrir nýstárlega nálgun sína. Hún veitir gagnrýninn og heildstæðan skilning á kenningum og framkvæmd stefnumótunar. Fjórða útgáfan hefur verið endurskoðuð og uppfærð með:

  • Umfjöllun um málefni samtímans, þar á meðal COVID-19-heimsfaraldurinn, loftslagsbreytingar og stafræna þróun.
  • Áhugaverðum dæmisögum um aktuæl viðfangsefni, svo sem stefnu Disney og COVID-19, samanburð á Netflix og Amazon með hliðsjón af kvikum færniþáttum á alþjóðamarkaði og áhrif örflaga og aðfangakeðja á PS5, Xbox og BMW.
  • Fjölda nýrra dæma um stefnumótun í framkvæmd hjá heimsþekktum fyrirtækjum á borð við Google, Uniqlo, Tesla, IKEA og Airbnb.

Strategy: Theory and Practice hentar bæði í grunn- og framhaldsnámi og hvetur lesendur til að fjalla á gagnrýninn hátt um þá innri og ytri þætti sem móta stefnu í raunverulegum aðstæðum.

Stewart Clegg er prófessor við University of Sydney, prófessor emeritus við University of Technology Sydney og gestaprófessor við University of Stavanger, University of Johannesburg og Nova School of Business and Economics.

Nánar um bókina

Útgefandi
SAGE Publications, Ltd. (UK)
ISBN
9781529797480
Print ISBN
9781529794335
Format
ePub
Útgáfa
4
Höfundar
Stewart Clegg
Tungumál
English
Útgefið
2022-10-26
Prent takmörkun á líftíma
100

Kaflar

  • About the Authors
  • Online Resources
  • Guided Tour
  • Acknowledgements
  • 1 Strategy: Theory and Practice – An Introduction
  • Learning objectives
  • Introduction
  • Strategy’s antecedents in warcraft and statecraft
  • The development of the field of strategy
  • Overview of contemporary strategy
  • In Practice: UNIQLO
  • Strategy today
  • Digital imperatives for a future agenda for strategy
  • In Practice: Google
  • Sustainability and strategy
  • The limits of strategy
  • Summary
  • Exercises
  • Case Study: Volkswagen and diesel
  • 2 Strategy, Industry Competitive Forces and Positioning
  • Learning objectives
  • Introduction
  • Business unit and corporate-level strategy
  • Understanding the external macro environment
  • Strategic groups
  • Generic strategies
  • In Practice: Sainsburys vs. Aldi
  • Creating new markets: Blue ocean strategy
  • In Practice: Games Workshop’s strategy
  • Summary
  • Exercises
  • Case Study: Disney’s strategy and COVID-19
  • 3 Strategy, Resources and Capabilities
  • Learning objectives
  • Introduction
  • Resources and capabilities
  • In Practice: McDonald’s: value creation and generic strategy
  • Resource-based view (RBV)
  • Introducing capabilities
  • Dynamic and ordinary capabilities view
  • In Practice: Haier
  • Summary
  • Exercises
  • Case Study: Netflix versus Amazon: Dynamic capabilities for global success
  • 4 Strategy and Innovation
  • Learning objectives
  • Introduction
  • Understanding innovation
  • In Practice: Creative destruction and fossil fuels
  • Creating value and strategic advantage through innovation
  • In Practice: Innovation in a pandemic: Mars Petcare and Securitas
  • Enablers of strategic innovation
  • In Practice: Intrinsically gendered innovation
  • Summary
  • Exercises
  • Case Study: Innovating mobility by building a platform
  • 5 Strategy: Make or Buy?
  • Learning objectives
  • Introduction
  • Internalization: Vertical and horizontal integration
  • In Practice: Netflix
  • In Practice: Valeant Pharmaceuticals
  • Externalization: Outsourcing
  • In Practice: Outsourcing: Military contracting
  • Transaction costs and the make or buy question
  • Transaction Cost Economics (TCE)
  • In Practice: Comcast and Disney theme park strategy
  • Summary
  • Exercises
  • Case Study: After Disney closed one of its major studios, animation is under pressure in pandemic Hollywood
  • 6 Strategy and Collaboration
  • Learning objectives
  • Introduction
  • Inter-firm cooperation
  • Strategic alliances
  • In Practice: Amazon Fresh and supermarket alliances
  • In Practice: Star Alliance: A global partnership of airlines
  • Difficulties with strategic partnerships
  • Managing collaboration
  • In Practice: Collaborations in fashion
  • Strategic networks
  • In Practice: Foxconn: Car maker
  • Open strategy
  • Summary
  • Exercises
  • Case Study: PS5, Xbox and BMW: Chips and supply chains
  • 7 Strategy: Going Global
  • Learning objectives
  • Introduction
  • Multinational enterprises
  • In Practice: Jardine Matheson
  • In Practice: Multinational supply chains and famous brands
  • In Practice: Headquarters and subsidiaries: Goldman Sachs
  • BRICs
  • Summary
  • Exercises
  • Case Study: Huawei
  • 8 Strategy and Corporate Governance
  • Learning objectives
  • Introduction
  • Corporate governance: Definition and history
  • Corporate governance, the boardroom and strategy-making
  • In Practice: Strategy and board oversight: Lehman Brothers
  • In Practice: Corporate blind eyes at Boeing and Tesla
  • Comparative corporate governance
  • Corporate codes of ethics and corporate social responsibility (CSR)
  • In Practice: Volkswagen’s ethics
  • Corporate social responsibility and corporate governance
  • In Practice: Danone, CEOs and progressive corporate governance
  • In Practice: Is eco-taxation the answer?
  • Summary
  • Exercises
  • Case Study: Big Tech’s corporate governance
  • 9 Strategy Processes
  • Learning objectives
  • Introduction
  • The planning school and emergent school: Contests and controversies
  • In Practice: Honda’s entry into the US motorcycle industry: Rational analysis or emergent learning?
  • Five problems of strategic planning, according to Mintzberg
  • Mintzberg’s five Ps of strategy
  • Andrew Pettigrew and process approaches
  • In Practice: IKEA
  • Strategy and learning processes
  • Strategy and cultural processes
  • Strategic sensemaking and storytelling
  • In Practice: Strategy as a map?
  • Strategy stories
  • Organizational storytelling
  • In Practice: Airbnb
  • Stories as formal narratives
  • In Practice: Apple: Every organization tells a story
  • Discourses as storying
  • Summary
  • Exercises
  • Case Study: University strategy and process approaches in perspective
  • 10 Strategy as Practice
  • Learning objectives
  • Introduction
  • Strategy as practice
  • What do we mean by strategy AS practice?
  • Strategy practice and communication
  • What tools do strategists use?
  • In Practice: Strategy practice and COVID-19
  • The tool makers: consultants and strategy
  • In Practice: The management consulting masters?
  • Strategy practitioners
  • Strategic decision-making
  • In Practice: Decision-making in the Cuban Missile Crisis
  • Summary
  • Exercises
  • Case Study: Strategy practice in a strategic change project
  • 11 Strategy and Organizational Politics
  • Learning objectives
  • Introduction
  • Machiavelli
  • Power in decision-making
  • In Practice: The end of management power?
  • Intra-organizational politics and political skill
  • In Practice: How Uber beat the competition with a political campaign
  • In Practice: Playing the office politics game
  • In Practice: Boardroom battles and family feuds
  • Multinationals and subsidiary politics
  • Business elites and strategy
  • Summary
  • Exercises
  • Case Study: The politics of strategy in a Mexican maquiladora
  • 12 Strategic Change
  • Learning objectives
  • Introduction
  • Types of change
  • What is strategic change?
  • In Practice: How the climate crisis is transforming the meaning of ‘sustainability’ in business
  • In Practice: Blocking strategic change: The myth of the founding Tech Titan
  • Implementing change
  • Leading strategic change: Sensemaking, symbolism, communication
  • Power, politics and resistance to strategic change
  • Summary
  • Exercises
  • Case Study: Tekco: A strategic restructuring that failed
  • Glossary
  • References
  • Index