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Built on the belief that strategic management principles are more straightforward than they seem, this exciting textbook does not overcomplicate the discussion with enigmatic layers of theory or irrelevant perspectives from other disciplines. Instead you will find focused, clearly articulated coverage of the key topics of strategic management, encouraging critical reflection and deeper exploration on your own terms. Fully developed to cover the essentials of any strategic management course, this textbook not only creates understanding of the principles of strategy, but shows you how to apply them constructively in the face of real-world practicalities. Throughout the text, these principles are put into context with illustrations and examples drawn from all over the world and from all kinds of organization - from Shell, Airbus and Tesco to small and non-profit enterprises. With an emphasis on topical, distinctive and engaging features, this text offers: - Over 120 short, topical case studies drawn from every type of organization across more than 20 countries, written especially for this book and supplemented with questions and tasks. - Worksheets for strategy analysis that can be used to tackle real-world situations - Learning outcomes, key points and summaries to focus your reading on what matters - Chapter-by-chapter exercises for further study and discussion - Suggestions for further reading to deepen your understanding of the theories underpinning the chapters In addition, tutors will benefit from a fully developed companion website offering lecture slides, teaching notes for case studies and assignments, module plans and links to further cases.
This is a fantastically well written text which incorporates the latest thinking on strategic management. Striking a balance between theory and application, it is extremely readable and loaded with a wide range of case studies. An essential source for undergraduate, postgraduate and professional courses on strategic management Dr Tahir Rashid Lecturer in Strategy and Marketing, Salford Business School. University of Salford
| List of tables | p. ix |
| List of Figures | p. x |
| List of case studies | p. xiii |
| Preface | p. xv |
| The Essence of Strategy and Strategic Management | p. 1 |
| Introduction: the Nature and Significance of Strategy | p. 2 |
| Strategic Management in Theory and Practice | p. 3 |
| Important Strategy Concepts | p. 5 |
| The 'Design-plus' Strategic Management Framework | p. 19 |
| Summary | p. 26 |
| Exercises for Further Study and Discussion | p. 27 |
| Suggestions for Further Reading | p. 27 |
| Understanding the External Environment | p. 30 |
| Introduction | p. 31 |
| Characteristics of the External Environment | p. 32 |
| A Systematic Framework for Macro Environmental Analysis | p. 39 |
| Methods for Scanning and Assessing the Macro Environment | p. 49 |
| Summary | p. 54 |
| Exercises for Further Study and Discussion | p. 55 |
| Suggestions for Further Reading | p. 55 |
| Industry Sector Environments | p. 57 |
| Introduction: Market and Industry Sector Environments | p. 60 |
| Factors that drive Industry Sector Structure and Enterprise Conduct | p. 62 |
| Structural Characteristics of Industry Sectors | p. 63 |
| External Factors that Affect the Industry Sector | p. 74 |
| Demand Influences | p. 81 |
| Analysing Market and Industry Sector Environments | p. 85 |
| Summary | p. 94 |
| Exercises for Further Study and Discussion | p. 94 |
| Suggestions for Further Reading | p. 95 |
| Enterprise Stakeholders, Identity and Purpose | p. 98 |
| Introduction: Why Does This Enterprise Exist? | p. 100 |
| Stakeholders: for Whom this Enterprise Exists | p. 100 |
| Enterprise Mission, Vision and Objectives | p. 102 |
| Stakeholder Priorities and Strategic Agendas | p. 108 |
| Enterprise Identity and Ethos | p. 111 |
| Summary | p. 120 |
| Exercises for Further Study and Discussion | p. 121 |
| Suggestions for Further Reading | p. 121 |
| Enterprise Resources and Distinctive Capabilities | p. 124 |
| Introduction: Why Resources and Capabilities Matter | p. 126 |
| Enterprise Effectiveness and Advantage from Resources and Capabilities | p. 127 |
| Analysing Distinctive Resources and Capabilities | p. 132 |
| The Internal Value-adding Chain | p. 139 |
| Strategic Value-chain Analysis | p. 141 |
| Enterprise Performance Assessment: Accounting Measures | p. 143 |
| Economic Value-added (EVA) Performance Measures | p. 151 |
| Non-financial and Qualitative Performance Measures | p. 154 |
| Actions Arising from Performance Assessment | p. 155 |
| Reflections on the Resource-Based View of Advantage | p. 155 |
| Summary | p. 157 |
| Exercises for Further Study and Discussion | p. 158 |
| Suggestions for Further Reading | p. 158 |
| Strategic Decision-Making | p. 161 |
| Introduction: Strategic Issue Diagnosis and Decision Making | p. 163 |
| Constructing the Strategic Position Statement | p. 164 |
| Strategic Decision-making | p. 171 |
| Constraints on Issue Diagnosis and Decision-making | p. 177 |
| Summary | p. 180 |
| Exercises for Further Study and Discussion | p. 181 |
| Suggestions for Further Reading | p. 181 |
| Enterprise-level Strategy Frameworks | p. 184 |
| Introduction: Why Strategy Frameworks? | p. 185 |
| Archetype Frameworks | p. 188 |
| Matrix Frameworks | p. 194 |
| Directional (Vector) Strategy Frameworks | p. 200 |
| Reflections on the Generic Strategy Approach | p. 203 |
| Summary | p. 205 |
| Exercises for Further Study and Discussion | p. 206 |
| Suggestions for Further Reading | p. 206 |
| Scale, Non-Scale and Vertical Strategies | p. 208 |
| Introduction: Scale and Non-scale Capabilities as Sources of Sustainable Advantage | p. 210 |
| Strategies based on Scale-exploiting Capabilities | p. 210 |
| Strategies Based on Non-scale Capabilities | p. 216 |
| Can Scale and Non-scale Strategic Priorities Be Combined? | p. 219 |
| Vertical (Supply Chain) Strategies | p. 220 |
| Summary | p. 227 |
| Exercises for Further Study and Discussion | p. 227 |
| Suggestions for Further Reading | p. 228 |
| Innovation Strategies | p. 230 |
| Introduction: Strategies through the Demand Lifecycle | p. 232 |
| Emergent Phase Strategies | p. 233 |
| Rapid-growth Phase Strategies | p. 236 |
| Maturity Phase Strategies | p. 239 |
| Decline Phase Strategies | p. 242 |
| Innovation-Intensive Strategies | p. 243 |
| Innovative Learning Cycles | p. 251 |
| Summary | p. 255 |
| Exercises for Further Study and Discussion | p. 256 |
| Suggestions for Further Reading | p. 256 |
| Diversification Strategies in the Multi-activity Enterprise | p. 259 |
| Introduction: the Concept of Diversification | p. 261 |
| Diversification and Corporate Strategy | p. 261 |
| Classification of Diversification Strategies | p. 264 |
| Strategic Management of the Diversified, Multi-activity Enterprise | p. 269 |
| Other Corporate-level Responsibilities | p. 279 |
| The Roles of Strategic Business Unit Managers | p. 280 |
| The Performance of Diversified Enterprises | p. 281 |
| Summary | p. 287 |
| Exercises for Further Study and Discussion | p. 288 |
| Suggestions for Further Reading | p. 288 |
| Acquisition, Merger and Alliance Strategies | p. 292 |
| Introduction: Acquisitions, Mergers and Alliances | p. 293 |
| Acquisition and Merger Strategies | p. 294 |
| Alliance (Collaboration) Strategies | p. 306 |
| Joint Venture Strategic Alliances | p. 309 |
| Non-JV Alliances | p. 311 |
| Less-formal Network Alliances | p. 316 |
| Alliance Strategies and Performance | p. 319 |
| Summary | p. 321 |
| Exercises for Further Study and Discussion | p. 321 |
| Suggestions for Further Reading | p. 322 |
| Multinational and Global Strategies | p. 325 |
| Introduction: Cross-border Operations Require New Strategies | p. 327 |
| Patterns of International Expansion | p. 328 |
| Distinctive National Characteristics and Development Paths | p. 333 |
| Global Convergence: the Significance of 'Megatrends' | p. 337 |
| International Generic Strategies | p. 339 |
| Organizing the International Enterprise | p. 345 |
| Summary | p. 353 |
| Exercises for Further Study and Discussion | p. 354 |
| Suggestions for Further Reading | p. 355 |
| Strategy Implementation and Change Management | p. 359 |
| Introduction: 'Making Strategy Happen' | p. 360 |
| Successful strategy implementation | p. 362 |
| Integration: the Key Implementation Challenge | p. 364 |
| Organizational Design | p. 368 |
| Strategic Planning Systems and Control Processes | p. 377 |
| Managing Strategic Change and Transformation | p. 384 |
| Summary | p. 395 |
| Exercises for Further Study and Discussion | p. 396 |
| Suggestions for Further Reading | p. 397 |
| References | p. 403 |
| Glossary | p. 428 |
| Index | p. 437 |
| Table of Contents provided by Ingram. All Rights Reserved. |
ISBN: 9781849201872
ISBN-10: 1849201870
Audience:
Tertiary; University or College
Format:
Paperback
Language:
English
Number Of Pages: 472
Published: 31st March 2012
Dimensions (cm): 23.2 x 18.6
x 2.5
Weight (kg): 0.794
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