Exploring corporate strategy:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
London [u.a.]
Prentice Hall Europe
1999
|
| Edition: | 5. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXVI, 972 S. Ill., graph. Darst. |
| ISBN: | 0130807397 0130807400 |
Staff View
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Record in the Search Index
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| adam_text |
CONTENTS
Strategy in Action: Illustrations xiv
Preface xvi
Getting the most from Exploring Corporate Strategy xx
The Authors xxvi
PART I Introduction 1
1 Corporate Strategy; An Introduction 3
1.1 The nature of strategy and strategic decisions 4
1.1.1 The characteristics of strategic decisions 4
1.1.2 Levels of strategy 11
1.1.3 The vocabulary of strategy 13
1.2 Strategic management 16
1.2.1 Strategic analysis 17
1.2.2 Strategic choice 20
1.2.3 Strategy implementation 22
1.2.4 Strategic management as 'fit' or 'stretch' 23
1.2.5 Explaining strategic management processes 25
1.3 Strategic management in different contexts 28
1.3.1 The small business context 29
1.3.2 The multinational corporation 29
1.3.3 Manufacturing and service organisations 31
1.3.4 The innovatory organisation 32
1.3.5 Strategy in the public sector 32
1.3.6 Privatised utilities 34
1.3.7 The voluntary and not-for-profit sectors 34
1.3.8 Professional service organisations 35
Summary 36
Recommended key readings 37
References 38
Work assignments 39
Case example: Microsoft and Netscape 40
2 Strategic Management in Practice 43
2.1 Introduction 43
2.2 Patterns of strategy development 45
2.2.1 Punctuated equilibrium 45
2.2.2 Intended and realised strategies 49
• v •
Vl • CONTENTS ;?
2.3 Strategy development as managerial intent 51
2.3.1 The planning view 51
2.3.2 The command view 54
2.3.3 The logical incremental view 55
2.4 Strategy development as the outcome of cultural and political processes 58
2.4.1 The cultural view 58
2.4.2 Organisational politics and networks 61
2.4.3 Cultural and political processes in strategic decision making 63
2.5 Imposed strategy development 66
2.5.1 Enforced choice 66
2.5.2 The environment as constraint 67
2.6 A note on strategic vision 68
2.7 Configurations of strategy development processes 70
2.8 Challenges for strategy development 72
2.8.1 The cultural web 73
2.8.2 The risk of strategic drift 79
2.8.3 Uncertainty and the learning organisation 83
Summary and implications for the study of strategy 85
Recommended key readings 87
References 87
Work assignments 90
Case example: KPMG (A): strategy development in a partnership 91
part ii Strategic Analysis 95
3 Analysing the Environment 97
3.1 Introduction 97
3.2 Understanding the nature of the environment 100
h
3.3 Auditing environmental influences 101
3.3.1 PEST analysis 104
3.3.2 Porter's diamond 107 *
3.3.3 The use of scenarios 111 ;
3.4 The competitive environment: five forces analysis 115 , =
3.4.1 The threat of entry 115
3.4.2 The power of buyers and suppliers 117
3.4.3 The threat of substitutes 120 :
3.4.4 Competitive rivalry 120
3.4.5 Competition and collaboration 123
3.4.6 Key questions arising from five forces analysis 126 -
CONTENTS • vii
3.5 Identifying the organisation's competitive position 127
3.5.1 Strategic group analysis 127
3.5.2 Market segmentation 129
3.5.3 Analysing perceived value by customers 133
3.5.4 Market attractiveness and business strength (the directional
policy matrix) 134
3.5.5 Competitor analysis 136
3.6 Environmental analysis in practice 136
Summary 141
Recommended key readings 142
References 142
Work assignments 144
Case example: Irish ports 145
4 Resources, Competences and Strategic Capability 149
4.1 Introduction 149
4.2 Resource audit 153
4.3 Analysing competences and core competences 155
4.3.1 Value chain analysis 156
4.3.2 Identifying core competences 160
4.3.3 Analysing cost efficiency 165
4.3.4 Analysing value added (effectiveness) 169
4.3.5 Managing linkages 171
4.3.6 Robustness 174
4.3.7 Tacit and explicit knowledge 176
4.4 Comparative analysis and benchmarking 179
4.4.1 Historical analysis 179
4.4.2 Comparison with industry norms 179
4.4.3 Benchmarking 181
4.4.4 Financial analyses 183
4.5 Assessing the balance of the organisation 186
4.6 Identification of key issues 189
4.6.1 SWOT analysis 190
4.6.2 Critical success factors 192
Summary 192
Recommended key readings 194
References 194
Work assignments 196
Case example: Outsourcing 197
i
vifi • CONTENTS 1
5 Stakeholder Expectations and Organisational Purposes 201
5.1 Introduction 201
5.2 Corporate governance 203
5.2.1 The governance chain 204
5.2.2 Shareholders and the role of the governing bodies 204
5.2.3 Rights of creditors and lenders 208
5.2.4 Relationships with customers and clients 208
5.2.5 Changes of ownership: mergers and takeovers 209
5.2.6 Disclosure of information 211
5.2.7 Conflicts of expectations 211
5.3 Stakeholder expectations 213
5.3.1 Identifying stakeholders 214
5.3.2 Stakeholder mapping 215
5.3.3 Assessing power 220
5.4 Business ethics 224
5.4.1 The ethical stance 225
5.4.2 Corporate social responsibility 229
5.4.3 The role of individuals and managers 230
5.5 The cultural context 231
5.5.1 National and regional cultures 232
5.5.2 Professional and institutional cultures 233
5.5.3 Industry recipes 235
5.5.4 Organisational culture 235
5.5.5 Functional and divisional cultures 237
5.5.6 Analysing the cultural web 237 \
5.5.7 Characterising an organisation's culture 239 5
5.6 Organisational purposes 241 ,'
5.6.1 Mission statements 241 i
5.6.2 Corporate objectives 244 ;
5.6.3 Unit objectives 245 j
5.6.4 The precision of mission and objectives 245 I
Summary 246 |
Recommended key readings 247 f.
References 247 I
Work assignments 249 j
Case example: Manchester United - football club or global brand? 250 |
s
part in Strategic Choice 255 1
6 Bases of Strategic Choice 257 |
6.1 Introduction 257
CONTENTS • IX
6.2 Corporate purpose and aspirations 259
6.2.1 Ownership structures 260
6.2.2 Mission and strategic intent 263
6.2.3 What business are we in? The issue of scope and diversity 266
6.3 Bases of SBU competitive advantage: the 'strategy clock' 270
6.3.1 Price-based strategies (routes 1 and 2) 271
6.3.2 Added value, or differentiation strategies (route 4) 276
6.3.3 The hybrid strategy (route 3) 281
6.3.4 Focused differentiation (route 5) 282
6.3.5 Failure strategies (routes 6, 7 and 8) 284
6.3.6 The management challenge of competitive strategies 285
6.4 Enhancing SBU strategy: the role of the corporate centre 285
6.4.1 Managing portfolios 286
6.4.2 Corporate financial strategy 288
6.4.3 Corporate parenting: the role of the parent 290
6.4.4 The parenting matrix 293
6.4.5 The challenge of parenting 294
Summary 298
Recommended key readings 299
References 300
Work assignments 301
Case example: the Virgin Group 302
7 Strategic Options: Directions and Methods of Development 307
7.1 Introduction 307
7.2 Alternative directions for strategy development 310
7.2.1 Protect and build on current position 310
7.2.2 Product development 318
7.2.3 Market development 321
7.2.4 Diversification 323
" 7.3 Alternative methods of strategy development 335
7.3.1 Internal development 336
7.3.2 Mergers and acquisitions 337
: 7.3.3 Joint developments and strategic alliances 340
] Summary 344
Recommended key readings 345
References 345
: Work assignments 347
; Case example: Lonely Planet Publications - personal passion to business
; success 348
t
X • CONTENTS
8 Strategy Evaluation and Selection 353
8.1 Introduction and evaluation criteria 353
8.2 Assessing suitability 355
8.2.1 Establishing the rationale 355
8.2.2 Screening options 364
8.3 Analysing acceptability 370
8.3.1 Analysing return 372
8.3.2 Analysing risk 377
8.3.3 Analysing stakeholder reactions 382
8.4 Analysing feasibility 383
8.4.1 Funds flow analysis 383
8.4.2 Break-even analysis 383 :
8.4.3 Resource deployment analysis 383
8.5 Selection of strategies 386
8.5.1 The planned approach: formal evaluation 387
8.5.2 Enforced choice 388
8.5.3 Learning from experience 389
8.5.4 Command 390
Summary 392
Recommended key readings 393
References 393
Work assignments 394
Case example: The benefits of multi-utility? 395
part iv Strategy Implementation 399
9 Organisation Structure and Design 401
9.1 Introduction 401
9.2 Structural types 402
9.2.1 The simple structure 402
9.2.2 The functional structure 403
9.2.3 The multidivisional structure 404
9.2.4 The holding company structure 408
9.2.5 The matrix structure 409
9.2.6 Intermediate structures and structural variations 411
9.2.7 Network and virtual organisations 412
9.2.8 Structural types in multinational companies 415
9.3 The elements of organisational design 422 :
9.4 Centralisation vs. devolution 423
9.4.1 The role of the centre 423
9.4.2 Dividing responsibilities 425
CONTENTS • xi
9.5 Organisational configurations 431
9.5.1 Configurations in practice 433
9.5.2 Changing configuration 436
Summary 438
Recommended key readings 439
References 439
Work assignments 441
Case example: Unilever 442
10 Resource Allocation and Control 445
10.1 Introduction 445
10.2 Resource configuration 448
10.2.1 Protecting unique resources 448
10.2.2 Fitting resources together 449
10.2.3 Business process re-engineering 449
10.2.4 Exploiting experience 454
10.2.5 Sustaining competitive advantage 455
10.3 Preparing resource plans 458
10.3.1 Critical success factors 458
10.3.2 Planning priorities 459
10.4 Processes of allocation and control 463
10.4.1 Control through planning systems 464
10.4.2 Control through direct supervision 467
10.4.3 Control through performance targets 467
10.4.4 Social/cultural control 471
10.4.5 Control through market mechanisms 471
10.4.6 Self-control and personal motivation 474
10.5 Information: a key resource 474
10.5.1 Information on individual resources 475
10.5.2 Creating competences through information 475
10.5.3 Information, performance targets and market mechanisms 476
10.5.4 Information, cultural and self controls 476
10.6 Influences on organisational design and control 477
10.6.1 Type of strategy 477
10.6.2 Operational processes, technology and innovation 479
10.6.3 Organisational ownership and accountability 479
10.6.4 The environment 479
10.6.5 Reinforcing cycles 480
Summary 483
Recommended key readings 484
References 484
Work assignments 487
Case example: Justice sector information strategy in New Zealand 488
I-
xii • CONTENTS
¦ i
11 Managing Strategic Change 493
11.1 Introduction 493
11.2 Understanding types of strategic change 496
11.2.1 Types of strategic change 496
11.2.2 Change and the learning organisation 498 [
11.2.3 Managed change 499
11.2.4 Imposed (or forced) change 501 ;
11.3 Diagnosing strategic change needs 503 :
11.3.1 Detecting strategic drift 503
11.3.2 Identifying forces blocking and facilitating change 504
11.3.3 An openness to change 508
11.4 Managing strategic change processes 510
11.4.1 Changes in structure and control systems 510
11.4.2 Styles of managing change 510
11.4.3 Changes in organisational routines 513
11.4.4 Symbolic processes in managing change 515 \
11.4.5 Power and political processes in managing change 519
11.4.6 Communicating change 526 ;,
11.4.7 Change tactics 528
11.5 Roles in the change process 530 ;
11.5.1 The change agent 530
11.5.2 Middle managers 533
11.5.3 Other organisational members 534
11.5.4 External stakeholders 536 ;
11.5.5 Outsiders 537 \
11.6 Managing strategic change and strategic management 538 {
11.6.1 Environmental assessment 538
11.6.2 Leading change 538 ;
11.6.3 Linking strategic and operational change 539
11.6.4 Strategic human resource management 539
11.6.5 Coherence in managing change " 539 )
Summary 540 I
Recommended key readings 541 ;
References 541
Work assignments 543 ;
Case example: South African Fabrication 544
Glossary 547
Index of Companies and Organisations 553
General Index 555 |
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| discipline | Wirtschaftswissenschaften |
| edition | 5. ed. |
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| genre | 1\p (DE-588)4006432-3 Bibliografie gnd-content 2\p (DE-588)4123623-3 Lehrbuch gnd-content 3\p (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Bibliografie Lehrbuch Fallstudiensammlung |
| id | DE-604.BV012507135 |
| illustrated | Illustrated |
| indexdate | 2025-04-01T10:01:44Z |
| institution | BVB |
| isbn | 0130807397 0130807400 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008489237 |
| oclc_num | 833437429 |
| open_access_boolean | |
| owner | DE-N2 DE-83 DE-1047 |
| owner_facet | DE-N2 DE-83 DE-1047 |
| physical | XXVI, 972 S. Ill., graph. Darst. |
| publishDate | 1999 |
| publishDateSearch | 1999 |
| publishDateSort | 1999 |
| publisher | Prentice Hall Europe |
| record_format | marc |
| spelling | Johnson, Gerry Verfasser (DE-588)170321231 aut Exploring corporate strategy Gerry Johnson ; Kevan Scholes 5. ed. London [u.a.] Prentice Hall Europe 1999 XXVI, 972 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Entreprises - Planification ram Planification stratégique ram Strategisch management gtt Strategische planning gtt Business planning Strategic planning Planung (DE-588)4046235-3 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategie (DE-588)4057952-9 gnd rswk-swf Geschäftsplan (DE-588)4156961-1 gnd rswk-swf 1\p (DE-588)4006432-3 Bibliografie gnd-content 2\p (DE-588)4123623-3 Lehrbuch gnd-content 3\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s DE-604 Geschäftsplan (DE-588)4156961-1 s Strategie (DE-588)4057952-9 s Planung (DE-588)4046235-3 s 4\p DE-604 Strategisches Management (DE-588)4124261-0 s 5\p DE-604 Scholes, Kevan Verfasser (DE-588)170426017 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008489237&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 5\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Johnson, Gerry Scholes, Kevan Exploring corporate strategy Entreprises - Planification ram Planification stratégique ram Strategisch management gtt Strategische planning gtt Business planning Strategic planning Planung (DE-588)4046235-3 gnd Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd Strategie (DE-588)4057952-9 gnd Geschäftsplan (DE-588)4156961-1 gnd |
| subject_GND | (DE-588)4046235-3 (DE-588)4309237-8 (DE-588)4078609-2 (DE-588)4124261-0 (DE-588)4057952-9 (DE-588)4156961-1 (DE-588)4006432-3 (DE-588)4123623-3 (DE-588)4522595-3 |
| title | Exploring corporate strategy |
| title_auth | Exploring corporate strategy |
| title_exact_search | Exploring corporate strategy |
| title_full | Exploring corporate strategy Gerry Johnson ; Kevan Scholes |
| title_fullStr | Exploring corporate strategy Gerry Johnson ; Kevan Scholes |
| title_full_unstemmed | Exploring corporate strategy Gerry Johnson ; Kevan Scholes |
| title_short | Exploring corporate strategy |
| title_sort | exploring corporate strategy |
| topic | Entreprises - Planification ram Planification stratégique ram Strategisch management gtt Strategische planning gtt Business planning Strategic planning Planung (DE-588)4046235-3 gnd Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd Strategie (DE-588)4057952-9 gnd Geschäftsplan (DE-588)4156961-1 gnd |
| topic_facet | Entreprises - Planification Planification stratégique Strategisch management Strategische planning Business planning Strategic planning Planung Strategische Planung Unternehmensplanung Strategisches Management Strategie Geschäftsplan Bibliografie Lehrbuch Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008489237&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT johnsongerry exploringcorporatestrategy AT scholeskevan exploringcorporatestrategy |