Strategic management: concepts
Saved in:
| Main Authors: | , , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Upper Saddle River, NJ
Prentice Hall
1998
|
| Edition: | 4. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XII, 336 S. graph. Darst. |
| ISBN: | 0136316239 0136288014 |
Staff View
MARC
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| 245 | 1 | 0 | |a Strategic management |b concepts |c Peter Wright ; Mark J. Kroll ; John A. Parnell |
| 250 | |a 4. ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Prentice Hall |c 1998 | |
| 300 | |a XII, 336 S. |b graph. Darst. | ||
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| 650 | 4 | |a Planification stratégique | |
| 650 | 4 | |a Planification stratégique - Cas, Études de | |
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Record in the Search Index
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| adam_text | Contents
¦
Preface ix
PART I. THE CONCEPTS AND TECHNIQUES OF STRATEGIC
MANAGEMENT
1 Introduction to Strategic
Management 3
What Is Strategic Management? 4
Strategic Management Defined 4
Strategic Management Model 4
Importance of Strategic Management 6
Evolving Study of Strategic Management 7
Influence on Strategic Management 7
Evolution and Revolution Theories 7
Industrial Organization Theory 8
Chamberlin s Economic Theories 8
Contingency Theory 9
Resource-Based Theory 9
Strategic Decisions 10
Who Makes the Decisions? 10
Characteristics of Strategic Decisions 11
Strategic Management: A Continuous
Process 13
Strategic Management and Wealth
Creation 14
Textbook Overview 15
2 External Environmental
Opportunities and Threats 23
Analysis of the Macroenvironment 23
Political-Legal Forces 24
Economic Forces 26
Gross Domestic Product 26 Interest Rates 27
Inflation Rates 27 Value of the Dollar 27
Technological Forces 28
v
Social Forces 28
Environmental Scanning 30
Analysis of the Industry 32
Threat of Entry 32
Barriers to Entry 33 Expected Retaliation 35
Intensity of Rivalry Among Existing
Competitors 35
Numerous or Equally Balanced Competitors 35
Slow Industry Growth 35 High Fixed or Storage
Costs 35 Lack of Differentiation or Switching
Costs 36 Capacity Augmented in Large
Increments 36 Diverse Competitors 37 High
Strategic Stakes 37 High Exit Barriers 37
Pressure From Substitute Products 37
Bargaining Power of Buyers 37
Bargaining Power of Suppliers 38
Assemblage of Players 40
Exchanges with Cooperative Players 40
Exchanges with Competitive Players 41
Existence of Cooperation and Competition 41
Changing Nature of Exchanges and Roles 41
The Process of Mutual Development 42
Forecasting the Environment 42
Time Series Analysis 43
Judgmental Forecasting 43
Multiple Scenarios 43
Delphi Technique 44
Appendix 2A: Sources of Environmental
and Industry Information 51
3 The Internal Environment: The
Firm s Resources, Organizational
Mission, and Goals 55
S.W.O.T. Analysis 56
Human Resources 57
Board of Directors 57 Top Management 58 Middle
Management, Supervisors, and Employees 58
vi CONTENTS
Organizational Resources 59
Physical Resources 60
The Organization s Mission 61
Mission and Organizational Level 61 Mission and
Change 62 Mission and Strategy 62
The Organization s Goals and
Objectives 65
Goals and Objectives Defined 65
Goals and Stakeholders 65
Influence on Goals 65
Goals of Top Management 67
Management Serves Its Own Interests 67 Manage¬
ment Shares the Same Interests as Stockholders 68
Goals of Boards of Directors 70
Goals of Creditors 72
Conflicting Goals 72
Corporate Governance 73
Stakeholders and Takeovers 74
An Overview 74
Pros and Cons 75
Social Responsibility and Ethics 76
Corporate Social Responsibility 76
Managerial Ethics 78
4 Corporate-Level Strategies 89
Corporate Restructuring 89
Strategic Alternatives 91
Growth Strategies 92
Internal Growth 92 Horizontal Integration 93
Horizontal Related Diversification 95 Horizontal
Unrelated Diversification (Conglomerate Diversifi¬
cation) 96 Vertical Integration of Related Busi¬
nesses 98 Vertical Integration of Unrelated Busi¬
nesses 100 Mergers 101 Strategic Alliances 101
Stability Strategy 102
Retrenchment Strategies 104
Turnaround 104 Divestment 104 Liquidation 105
5 Corporate Portfolio Management
and Related Issues 113
Corporate Portfolio Frameworks 113
S.W.O.T. Portfolio Framework 113
Compartment A 114 Compartment B 115
Compartment C 116 Compartment D 117
Compartment E 117 Compartment F 117
Compartment G 118 Compartment H 119
Compartment I 119
Original BCG Framework 120
Build Market Share 122 Hold Market Share 122
Harvest 122 Divest 122
Revised BCG Framework 122
GE Framework 123
Corporate Involvement in Business Unit
Operations 125
Corporate Strategies and Returns 126
Acquisitions Are Not Beneficial 126
Acquisitions May Be Beneficial 127
Managers Motives For Acquisitions 128
6 Business Unit Strategies 135
Generic Strategies for Small Business
Units 136
Niche-Low-Cost Strategy 136
Niche-Differentiation Strategy 138
Niche-Low-Cost/Differentiation Strategy 139
Dedication to Quality 140 Process Innova¬
tions 141 Product Innovations 141 Leverage
Through Organizational Expertise and Image 141
Generic Strategies for Large Business
Units 142
Low-Cost Strategy 142
Differentiation Strategy 143
Low-Cost-Differentiation Strategy 145
Multiple Strategies 146
Selecting a Generic Strategy 149
Industry Life Cycle Stages 150
An Integrative Framework 152
Celll 153 Cells2and6 153 Cells3and7 153 Cells
4 and 8 153 Cells 5 and 9 154
Generic Strategies and Business Unit Size 154
Value Chains and Business Unit
Reconfiguration 155
Southwest Airlines 157
Savin Business Machines 158
IKEA 158
Value Analysis and Strategic Groups 159
Generic Strategies and Value
Analysis 159
Generic Strategies and Strategic
Groups 160
7 Functional Strategies 169
Purchasing and Materials Management 170
Production/Operations Management 172
Production/Operations Management Strategies
for Small Business Units 172
Production/Operations Management Strategies
for Large Business Units 174
Quality Considerations 177
Finance 178
Research and Development 179
Human Resource Management 180
Information Systems Management 182
Marketing 183
Benchmarking 185
Integrating the Functions 188
Superior Product Design 188
Superior Customer Service 188
Superior Speed 190
Superior Guarantee 191
Cross-Functional Teams and Process
Management 192
8 Strategy Implementation:
Organizational Structure 201
Organizational Growth 201
Vertical Growth 202
Horizontal Growth 204
Organizational Structure 205
Functional Structure 205
Product Divisional Structure 207
Geographic Divisional Structure 209
Multidivisional Structure 210
Strategic Business Unit Structure 212
Matrix Structure 213
Horizontal Structure 216
Assessment of Organizational
Structure 216
Keiretsu and Other Possible
Structures 220
CONTENTS vii
9 Strategy Implementation:
Leadership, Power, and
Organizational Culture 229
Leadership 229
The Office of the Leader 231
The Style of the Leader 232
Transformational and Transactional Leadership
Styles 232 Leadership Style in Practice 234
The Leadership Team 238
Power 239
The Role of Power 239
Techniques of Using Power 240
Expertise 240 Control over Information 241
Exchange 241 Indirect Influence 242
Charisma 242 Coping with Uncertainty 243
Organizational Culture 243
The Evolution of Culture 243
Impact of Culture on Strategy 245
How Leaders Shape Culture 248
10 Strategic Control Process and
Performance 259
Strategic Control and Corporate
Governance 260
The Strategic Control Process and Top
Management 262
Focus of Strategic Control 262
Macroenvironment 263
Industry Environment 264
Internal Operations 264
Strategic Control Standards 265
PIMS Program 266
Published Information for Strategic
Control 267
Product/Service Quality 268
Innovation 269
Relative Market Share 270
Exerting Strategic Control 270
Control Through Multilevel Performance
Criteria 271
Control Through Performance 271
Control Through Organizational Variables 271
The Formal Organization 272 The Informal
Organization 272
viii CONTENTS
11 Strategic Management and the
World Marketplace 281
Overview of World Operations 282
Macroenvironment 284
Political-Legal Forces 284
Economic Forces 286
Technological Forces 287
Social Forces 288
Industry Environment 290
Mission, Goals, Objectives, and S.W.O.T.
Analysis 291
Corporate-Level Strategies 292
Level of Operations and Market
Share 293
Business Unit and Functional
Strategies 296
Strategy Implementation 297
12 Strategic Management in Not-for-
Profit Organizations 305
Types of Not-for-Profit Organizations 305
Strategic Issues for Nonprofit and Public
Organizations 307
Environmental Analysis 307
Sources of Revenue 307 External Constituencies
and Stakeholders 309
Mission, Goals, and Objectives 309
Mission 310 Goals and Objectives 311
Strategy Formulation, Implementation, and
Control 313
Strategy Formulation and Implementation 313
Strategic Control 316
Improving Strategic Management 318
Company Index 325
Name Index 327
Subject Index 331
|
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| author | Wright, Peter Kroll, Mark J. Parnell, John A. |
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| dewey-ones | 658 - General management |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
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| language | English |
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| physical | XII, 336 S. graph. Darst. |
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| spelling | Wright, Peter Verfasser aut Strategic management concepts Peter Wright ; Mark J. Kroll ; John A. Parnell 4. ed. Upper Saddle River, NJ Prentice Hall 1998 XII, 336 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Planification stratégique Planification stratégique - Cas, Études de Strategic planning Strategic planning Case studies Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Kroll, Mark J. Verfasser aut Parnell, John A. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008206129&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Wright, Peter Kroll, Mark J. Parnell, John A. Strategic management concepts Planification stratégique Planification stratégique - Cas, Études de Strategic planning Strategic planning Case studies Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4522595-3 |
| title | Strategic management concepts |
| title_auth | Strategic management concepts |
| title_exact_search | Strategic management concepts |
| title_full | Strategic management concepts Peter Wright ; Mark J. Kroll ; John A. Parnell |
| title_fullStr | Strategic management concepts Peter Wright ; Mark J. Kroll ; John A. Parnell |
| title_full_unstemmed | Strategic management concepts Peter Wright ; Mark J. Kroll ; John A. Parnell |
| title_short | Strategic management |
| title_sort | strategic management concepts |
| title_sub | concepts |
| topic | Planification stratégique Planification stratégique - Cas, Études de Strategic planning Strategic planning Case studies Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Planification stratégique Planification stratégique - Cas, Études de Strategic planning Strategic planning Case studies Strategisches Management Fallstudiensammlung |
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