Understanding Strategic Management

Name: Understanding Strategic Management
Price: 4290 ISK
Availability: InStock
Author: Anthony E. Henry
ISBN: 9780198910916

Höfundur: Anthony E. Henry (Útgáfa: 5)

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Heildstæð kynning á stefnumiðaðri stjórnun, full af raundæmum og með áherslu á helstu greiningartækin. Understanding Strategic Management er kjörin byrjun fyrir nemendur sem vilja hnitmiðaða framsetningu sem er þó bæði fróðleg og hagnýt. Bókin skiptist í fjóra hluta: fyrst er hugtakið stefna skilgreint, en síðan er heildarramminn greining, mótun og innleiðing notaður til að sýna hvernig stefna getur skapað varanlegt samkeppnisforskot í rekstri.

Höfundurinn dregur upp raunsanna mynd af stefnumótun með fjölbreyttum alþjóðlegum dæmum úr samtímanum. Rammarnir Strategy in Focus nota dæmi úr fjölmiðlum til að sýna stefnumótun að verki í fréttum líðandi stundar. Í hverjum kafla er lengra samfellt raundæmi sem tengir saman margar áskoranir sem fyrirtæki af öllum stærðum standa frammi fyrir, jafnt í einkageiranum og hjá hinu opinbera.

Upprifjunar- og umræðuspurningar hvetja nemendur til að taka efnið til gagnrýninnar skoðunar og bera ólík hugtök og greiningarramma saman til að meta styrk þeirra og veikleika. Yfirveguð nálgun, fjöldi dæma og ítarefni gera bókina að heildstæðri og aðgengilegri byrjun fyrir þá sem stíga sín fyrstu skref í stefnumiðaðri stjórnun. Rafbókin veitir aðgengi í síma og tölvu ásamt krossaspurningum, ítarefni og leiðsagnarþáttum.

Nánar um bókina

Útgefandi: Oxford University Press Academic UK

ISBN: 9780198910916

Print ISBN: 9780198910893

Format: ePub

Útgáfa: 5

Höfundar: Anthony E. Henry

Tungumál: English

Útgefið: 2025-04-15

Prent takmörkun á líftíma: 100

Prent takmörkun: 2

Afritunar takmörkun: 2

Kaflar

Cover Page
Title page
Copyright page
Epigraph
Dedication
Acknowledgements
About the Author
About the Book
Detailed Contents
List of Cases
Part One What is Strategy?
Chapter 1 What is Strategy?
Introduction
1.1 What is Strategy?
1.2 Defining Strategy
1.2.1 Using Strategy to Overcome Challenges
1.3 Types of Strategy
1.3.1 Corporate Strategy
1.3.2 Business Strategy
1.3.3 Functional or Operational Strategy
1.4 Strategic Management
1.4.1 Strategy Analysis
1.4.2 Strategy Formulation
1.4.3 Strategy Implementation
1.5 Values, Mission, Vision, and Sustainability
1.5.1 Values
1.5.2 Mission
1.5.3 Vision
1.5.4 Sustainability
1.6 The Theory of the Business
1.6.1 Four Characteristics of an Organization’s Theory of the Business
1.7 Business Models
1.8 The Development of Strategic Management
1.9 Different Perspectives on Strategy Formulation
1.9.1 The Rationalist School
1.9.2 The Learning School
1.10 A Strategic Management Framework
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Part Two Strategic Analysis
Chapter 2 Evaluating the Macro-Environment
Introduction
2.1 The Macro-environment
2.2 Scanning, Monitoring, and Forecasting Changes in the Environment
2.2.1 Scanning the Environment
2.2.2 Monitoring the Environment
2.2.3 Forecasting Changes in the Environment
2.3 PESTLE Analysis
2.3.1 Political Factors
2.3.2 Economic Factors
2.3.3 Social Factors
2.3.4 Technological Factors
2.3.5 Legal Factors
2.3.6 Environmental Factors
2.3.7 How to Undertake PESTLE Analysis
2.3.8 Limitations of PESTLE Analysis
2.4 Scenario Planning
2.4.1 How to Build Scenarios
A Process for Scenario Planning
2.5 An Introduction to SWOT Analysis
2.6 The Macro-environment and Industry Analysis
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Chapter 3 Industry Analysis
Introduction
3.1 The Background to Porter’s Five Forces Framework
3.2 Porter’s Five Forces Framework
3.2.1 What Determines the Threat of New Entrants?
Economies of Scale
Capital Requirements
Product Differentiation
Access to Distribution Channels
Cost Advantages Independent of Size
3.2.2 What Determines the Bargaining Power of Buyers?
Concentration of Buyers and High Volumes
Purchases are Standard or Undifferentiated
Switching Costs are Low
There is a Threat of Backward Integration
3.2.3 What Determines the Bargaining Power of Suppliers?
Concentration of Suppliers
Suppliers are Faced with Few Substitutes
Differentiated Products and High Switching Costs
Threat of Forward Integration
3.2.4 What Determines the Threat of Substitute Products and Services?
The Price–Performance Ratio
3.2.5 What Determines the Intensity of Rivalry among Competitors in an Industry?
Numerous or Equally Balanced Competitors
Industry Growth Rate
High Fixed Costs
Lack of Differentiation
High Exit Barriers
3.2.6 How to Compete Using the Five Forces Framework
3.3 The Limitations of Porter’s Five Forces
3.4 The Value Net
3.4.1 A Complementary Sixth Force
3.5 The Industry Life Cycle
3.5.1 Introduction Stage
3.5.2 Growth Stage
3.5.3 Maturity Stage
3.5.4 Decline Stage
3.6 Strategic Group Analysis
3.6.1 Strategic Maps
3.6.2 Mobility Barriers
3.7 Hypercompetition and Disruptive Innovation
3.7.1 Hypercompetition
3.7.2 Disruptive Innovation
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Chapter 4 The Organization: Value-Creating Activities
Introduction
4.1 Background to Differential Firm Performance
4.2 Value Chain Analysis
4.2.1 Primary Activities
4.2.2 Support Activities
4.3 Evaluating the Value Chain
4.3.1 The Importance of Linkages within the Value Chain
4.3.2 Managing Linkages within the Value Chain System
4.3.3 Transaction Costs—‘Make or Buy’ Decision
4.4 SWOT Analysis
4.4.1 How to Undertake a SWOT Analysis
4.4.2 Limitations of SWOT Analysis
4.5 The TOWS Matrix
4.6 Organizational Performance
4.6.1 Maximizing Shareholder Value
4.6.2 Meeting the Needs of Stakeholders
How Should an Organization Respond to Different Stakeholders?
High Power and High Interest Stakeholders
High Power and Low Interest Stakeholders
Low Power and High Interest Stakeholders
Low Power and Low Interest Stakeholders
4.6.3 Performance Measurement
4.7 The Balanced Scorecard
4.7.1 The Balanced Scorecard Approach Looks at an Organization from Four Perspectives37
4.7.2 Criticisms of the Balanced Scorecard
4.8 The Triple Bottom Line
4.8.1 Limitation of the Triple Bottom Line
4.9 Benchmarking
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Chapter 5 The Internal Environment: A Resource-Based View of Strategy
Introduction
5.1 The Resource-Based View of Strategy
5.1.1 Resources
Tangible Resources
Intangible Resources
5.1.2 Organizational Capabilities
Architecture
Reputation
Innovation
5.2 The VRIO Framework and Sustainable Competitive Advantage
5.2.1 Valuable Capabilities
5.2.2 Rarity
5.2.3 Imitability
Unique Organizational Conditions
Causal Ambiguity
Social Complexity
5.2.4 Organization
5.2.5 Make-or-Buy Decision
5.3 Criticisms of the Resource-Based View
5.4 A Knowledge-Based View of the Organization
5.5 Dynamic Capabilities
5.5.1 What are Dynamic Capabilities?
5.5.2 Dynamic Capabilities vs Operational Capabilities
5.5.3 Dynamic Capabilities and Competitive Advantage
5.5.4 Challenges for Dynamic Capabilities
Summary
Review Questions
Discussion Questions
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Part Three Strategy Formulation
Chapter 6 Business Strategy
Introduction
6.1 What is Business Strategy?
6.2 Generic Competitive Strategies
6.2.1 Overall Cost-Leadership Strategies
The Experience Curve
Economies and Diseconomies of Scale
Advantages of Cost-Leadership Strategies
The Risks of Following an Overall Cost-Leadership Strategy
6.2.2 Differentiation Strategies
Advantages of Differentiation Strategy
Risks of Following a Differentiation Strategy
6.2.3 Focus Strategies
Cost-Focus Strategy
Differentiation-Focus Strategy
Advantages of Focus Strategies
The Risks of Following a Focus Strategy
6.2.4 Stuck in the Middle
Criticisms of Generic Strategies
6.3 A Resource-Based Approach to Strategy Formulation
6.3.1 Appraising Capabilities
6.3.2 Implications for Strategy Formulation
6.4 Blue Ocean Strategy
6.4.1 Value Innovation
6.4.2 The Strategy Canvas
The Four Actions Framework
The Eliminate-Raise-Reduce-Create Grid
6.4.3 The Blue Ocean
Blue Ocean Idea (BOI) Index
6.5 Strategy Formulation in Turbulent Markets
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Chapter 7 Entrepreneurship and Innovation
Introduction
7.1 Entrepreneurship and Opportunity
7.1.1 Entrepreneurship
7.1.2 Opportunity Recognition
7.2 Types of Innovation
7.2.1 Product, Service, and Process Innovation
7.2.2 Technological Innovation
Radical Innovation
Incremental Innovation
Modular Innovation
Architectural Innovation
7.2.3 Open Innovation
7.2.4 Business Model Innovation
7.3 Diffusion of Innovation
7.3.1 Characteristics of Innovation
7.3.2 Characteristics of Adopters of Innovation—Innovation Curve
7.3.3 Gartner Hype Cycle Model
7.4 Innovator or Follower
7.4.1 First-Mover Advantages in Innovation
7.4.2 Follower Advantages in Innovation
Advantages from being second include:
7.5 Disruptive Innovation and Strategy Formulation
7.5.1 How to Respond to Disruptive Innovation
7.5.2 Limitations of Disruptive Innovation
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Chapter 8 Corporate Strategy
Introduction
8.1 Corporate Strategy
8.2 Growth Strategies
8.2.1 Market Penetration
8.2.2 Product Development
8.2.3 Market Development
8.2.4 Diversification
8.3 Related Diversification
8.3.1 Vertical Integration
8.3.2 Horizontal Integration
8.3.3 Transaction-Cost Analysis
8.4 Unrelated or Conglomerate Diversification
8.4.1 Can Conglomerate Diversification Succeed?
8.5 Implementing Growth Strategies
8.5.1 Mergers and Acquisitions
8.5.2 Internal Development
The benefits of internal development are:
The main disadvantages of internal development are:
8.5.3 Joint Ventures and Strategic Alliances
Joint Ventures
Strategic Alliances
8.6 Portfolio Analysis
8.6.1 Boston Consulting Group Matrix
Criticisms of the BCG Matrix
8.6.2 The General Electric–McKinsey Matrix
8.7 Corporate Parenting
8.7.1 Parenting Opportunities
8.7.2 The Heartland Matrix
Heartland Businesses
Edge-of-Heartland Businesses
Ballast Businesses
Value Trap
Alien Territory
8.8 Strategic Evaluation
8.8.1 Suitability
8.8.2 Feasibility
8.8.3 Acceptability
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Chapter 9 International Strategy
Introduction
9.1 Globalization or Localization
9.2 International Diversification
9.2.1 Organizational Factors
The Role of the Management Team
Firm-Specific Factors
9.2.2 Environmental Factors
Unsolicited Proposals
The ‘Bandwagon’ Effect
Attractiveness of the Host Country
9.3 A Globalization Framework
Strategic Objectives of a Multinational Enterprise
Sources of Competitive Advantage for a Multinational Enterprise
9.4 Types of International Strategy
9.4.1 Multidomestic Strategy
9.4.2 Global Strategy
9.4.3 International Strategy
9.4.4 Transnational Strategy
9.4.5 The Uppsala Model
Criticisms of the Uppsala Model
9.5 Entry Mode Strategies
9.5.1 Exporting
9.5.2 Licensing
9.5.3 International Franchising
9.5.4 Joint Ventures and Strategic Alliances
9.5.5 Wholly Owned Subsidiaries
9.6 Porter’s Diamond of National Advantage
9.6.1 The Diamond of National Advantage
9.6.2 Criticisms of Porter’s Diamond
9.7 The Myths of Global Strategy
9.8 The Challenge of Globalization
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Part Four Strategy Implementation
Chapter 10 Organizational Structures and Strategic Change
Introduction
10.1 Organizational Structures
10.1.1 The Entrepreneurial Structure
10.1.2 The Functional Structure
10.1.3 The Divisional Structure
10.1.4 The Matrix Structure
10.1.5 The Network Structure
10.2 Organizational Processes
10.3 Strategic Control Systems
10.3.1 Single- and Double-Loop Learning
10.3.2 Employee Commitment and Strategy Implementation
10.4 Strategic Change
10.4.1 The Five Phases of Growth
Phase 1: Creativity
Phase 2: Direction
Phase 3: Delegation
Phase 4: Coordination
Phase 5: Collaboration
10.4.2 Integrative Change
10.4.3 Force Field Analysis
10.4.4 Kotter’s Eight-Step Process of Change
10.4.5 Strategic Drift
10.4.6 The McKinsey 7-S Framework
10.4.7 What Determines a Visionary Organization?
10.4.8 Good to Great Companies
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Chapter 11 Strategic Leadership
Introduction
11.1 Leadership vs. Management
11.2 The Learning Organization
11.2.1 Building the Learning Organization
11.2.2 Leadership Roles
11.2.3 Leadership Skills
Criticisms of the Learning Organization
11.2.4 Why Organizations Don’t Learn—Problems with Bias
11.3 Emotional Intelligence and Leadership Performance
11.4 Narcissistic Leaders and Leadership Capabilities
11.4.1 Leadership Capabilities
11.5 The Impact of Leadership on Values and Culture
11.5.1 Leadership and Values
11.5.2 Leadership and Culture
11.5.3 Rethinking Culture, Leadership, and Change
11.6 Leading Strategic Change
11.6.1 Transformational Leadership
11.6.2 Theory E and Theory O Leaders
11.6.3 Can Leaders Deal With Chaos?
Chaos Theory and Innovation
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Chapter 12 Corporate Governance and Corporate Social Responsibility
Introduction
12.1 What is Corporate Governance?
12.2 The Origins of Corporate Governance
12.3 The Growth of Modern Corporations
12.3.1 Limited Liability
12.3.2 Transferability
12.3.3 Legal Personality
12.3.4 Centralized Management
12.4 The Purpose of Corporations
12.4.1 The Principal–Agent Problem
12.4.2 Is the Purpose of Corporations to Maximize Shareholder Value?
The American Business Model (ABM) or Washington Consensus
12.4.3 The Agency Problem
12.4.4 Is the Purpose of Corporations to Meet the Needs of Stakeholders?
12.4.5 Enlightened Value Maximization
12.5 Corporate Social Responsibility (CSR)
12.5.1 Environmental, Social, and Governance (ESG)
12.5.2 Business Ethics and Sustainability
12.6 Corporate Governance Codes
12.6.1 The Cadbury Committee
12.6.2 The Hampel Committee
12.6.3 Other Corporate Governance Codes
12.6.4 The Role of Non-Executive Directors
12.6.5 The Sarbanes–Oxley Act
12.7 Executive Pay
12.8 Is Reform to Corporate Governance the Answer?
12.9 The Pursuit of Greed
12.9.1 Moral Hazard: Are Some Companies Too Big to Fail?
Summary
Review Questions
Discussion Question
Research Topic
Recommended Reading
References and Notes
List of Key Terms
Glossary
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
Z
List of Illustrations
List of Tables
Images
Chapter 1 What is Strategy?
Chapter 2 Evaluating the Macro-Environment
Chapter 3 Industry Analysis
Chapter 4 The Organization: Value-Creating Activities
Chapter 5 The Internal Environment: A Resource-Based View of Strategy
Chapter 6 Business Strategy
Chapter 7 Entrepreneurship and Innovation
Chapter 8 Corporate Strategy
Chapter 9 International Strategy
Chapter 10 Organizational Structures and Strategic Change
Chapter 11 Strategic Leadership
Chapter 12 Corporate Governance and Corporate Social Responsibility