The strategic management of organisations:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Prentice Hall [u.a.]
2001
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXII, 842 S. graph. Darst. |
| ISBN: | 0130219711 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804128163112943616 |
|---|---|
| adam_text | Contents
Preface xiii
Acknowledgements xv
Introduction xix
1 Strategy and the organisation 3
Learning objectives 4
1.1 What is an organisation? 4
1.2 Organisations as collections of people 6
1.3 Organisations as economic actors 16
1.4 The organisation as an accumulation of knowledge and learning 26
1.5 Organisations as bundles of resources 29
1.6 How the different views of the organisation fit together 31
1.7 Strategy: a definition and basic concepts 32
1.8 Strategic decisions 32
1.9 Deliberate and emergent strategies 33
1.10 Corporate, business and functional strategies 36
1.11 Strategies in the public sector 38
1.12 Summary 38
Questions for discussion 39
Case study 40
Notes 41
2 Organisational purpose 42
Learning objectives 43
2.1 For whose benefit does the firm exist? 43
2.2 Different drivers of organisational purpose 44
2.3 Specific requirements of key stakeholder groups 53
2.4 Stakeholder controls on strategic choices 56
2.5 Summary 58
Typical questions 59
Questions for discussion 59
Case study 60
Notes 64
Contents
3 Competitive failure and success 65
Learning objectives 66
3.1 Key concepts in understanding success: cost advantage, differentiation
advantage and sustainability 66
3.2 The building blocks of business level success: competitive arena,
value chain, architecture and strategic resources 70
3.3 The building blocks of corporate level success: synergy and parenting
advantage 77
3.4 The management of uncertainty and paradox 80
3.5 How strategies can go wrong 84
3.6 Ambiguity, unpredictability and complexity 86
3.7 Summary: a framework for strategic analysis 92
3.8 Postscript: SWOT analysis 94
Appendix 3.1: SWOT analysis 96
Case study 100
Notes 102
4 Assessing failure and success 103
Learning objectives 1°5
4.1 Assessing strategic performance 105
4.2 Overall measures of financial performance 106
4.3 Measures of size and growth 109
4.4 Specific stakeholder requirements 109
4.5 Standard measures of operating performance 111
4.6 Tailored measures of performance 113
4.7 Assessing the standards for comparison 114
4.8 Drawing conclusions 117
4.9 Summary 1 18
Appendix 4.1: Standard accounting terms and ratios, and their significance 119
Questions for discussion 123
Case study 124
Notes 125
5 Assessing the environment and the nature of competition 129
Learning objectives 130
5.1 Steps in analysing the environment and the nature of competition 131
5.2 Analysing the macro environment: PEST analysis 133
5.3 The industry life cycle 14°
5.4 Industry analysis: Porter s five forces 144
5.5 The nature of competition in an industry 153
Contents
5.6 The outcomes of environmental analysis 167
5.7 Defining the industry and the scope of the analysis 169
5.8 Summary 170
Typical questions 172
Questions for discussion 173
Case study 174
Notes 177
6 Competitive stance 178
Learning objectives 179
6.1 Segmentation, positioning, scope and scale 179
6.2 Segmentation 182
6.3 Differentiation 188
6.4 Positioning: the strategy clock 190
6.5 Choice of scope and scale 194
6.6 International strategies 197
6.7 Competitor analysis 203
6.8 Summary 207
Typical questions 208
Questions for discussion 209
Case study 210
Notes 213
7 Strategic resources 214
Learning objectives 215
7.1 Strategic resources and why they are important 215
7.2 The strategic importance of different types of resource 222
7.3 Capabilities and competences 232
7.4 Learning and knowledge 237
7.5 Analysing competitive advantage 246
7.6 Summary 251
Typical questions 253
Questions for discussion 254
Case study 255
Notes 259
8 The internal configuration of organisations 261
Learning objectives 262
8.1 Value chain analysis 262
8.2 Types of value chain 273
8.3 How to analyse a value chain 283
8.4 Business processes 286
8.5 Architecture and culture 287
Contents
8.6 Configuration and competitive advantage 302
8.7 Summary 306
Typical questions 306
Appendix 8.1: How value is created in the different activities 307
Questions for discussion 333
Case study 334
Notes 337
9 Corporate level strategy 339
Learning objectives 340
9.1 Diversification: basic concepts 340
9.2 The practice of diversification 345
9.3 Managing relationships between businesses 354
9.4 Structures and systems 358
9.5 Portfolio balance and resource allocation 360
9.6 Summary 365
Typical questions 366
Questions for discussion 367
Case study 368
Notes 370
10 Structure, information, control and reward systems 371
Learning objectives 372
10.1 The basics of organisational structure 372
10.2 Contingent links between strategy and structure 382
10.3 Organisational designs 389
10.4 Strategic control and reward systems 401
10.5 Trade offs and paradoxes in organisational structures, control and
reward systems 416
10.6 Summary 417
Typical questions 417
Questions for discussion 418
Case study 419
Notes 424
Contents
11 Strategic priorities and strategic options 427
Learning objectives 428
11.1 The importance of tailoring the solutions to the situation 428
11.2 Strategic issues 431
11.3 Establishing priorities 454
11.4 Strategic options 455
11.5 Evaluating strategic options and establishing the proposed strategy
the RACES framework 463
11.6 Summary 476
Typical questions 476
Questions for discussion 477
Case study 478
Notes 481
12 Strategies in different contexts 482
Learning objectives 483
12.1 Strategic management in the public sector 483
12.2 Strategic management in the not for profit sector 491
12.3 Strategic management for new and/or small firms 497
12.4 Strategic management at the different stages in an industry s life cycle 501
12.5 Strategies for electronic commerce 517
12.6 Summary 524
Typical questions 526
Questions for discussion 526
Case study 528
Notes 531
13 Assessing the potential for change 535
Learning objectives 536
13.1 Levels and types of change 536
13.2 Barriers to change: individual 539
13.3 The coping cycle 541
13.4 Barriers to change: organisational 544
13.5 Ways in which change may be resisted or promoted 556
13.6 Forces for strategic change 556
Contents
13.7 Summary 561
Typical questions 561
Questions for discussion 562
Case study 564
Notes 566
14 Managing change 568
Learning objectives 569
14.1 The role of leadership 569
14.2 The role of power and politics in strategic change 572
14.3 The practicalities of managing change 576
14.4 Organisational turnarounds 581
14.5 Value chain enhancement options 584
14.6 Summary 588
Typical questions 589
Questions for discussion 590
Case study 591
Notes 594
15 Strategy development methods 595
Learning objectives 596
15.1 Internal development 596
15.2 Innovation 597
15.3 Strategic alliances 605
15.4 Mergers and acquisitions 611
15.5 Trade offs between internal development, acquisitions and alliances 621
15.6 Divestment 623
15.7 Summary 630
Typical questions 631
Questions for discussion 632
Case study 633
Notes 637
16 Reflections on the nature of strategy 641
Learning objectives 642
16.1 Our own view of strategy 642
16.2 Schools of strategic thought 643
16.3 Summary 654
Questions for discussion 655
Case study 656
Notes 657
Contents
1 The UK food retailing industry in 1998 661
2 The world wide recorded music industry 692
3 Bertelsmann Music Group Entertainment (BMGE) and
Bertelsmann AG 721
4 Ryanair 737
5 Has Siemens lost its way? 765
6 The British Broadcasting Corporation 782
References 808
Index 828
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| indexdate | 2024-07-09T18:44:52Z |
| institution | BVB |
| isbn | 0130219711 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009128873 |
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| spelling | Haberberg, Adrian Verfasser aut The strategic management of organisations Adrian Haberberg and Alison Rieple 1. publ. Harlow [u.a.] Prentice Hall [u.a.] 2001 XXII, 842 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategisch management gtt Strategische planning gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Rieple, Alison Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009128873&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Haberberg, Adrian Rieple, Alison The strategic management of organisations Strategisch management gtt Strategische planning gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4123623-3 |
| title | The strategic management of organisations |
| title_auth | The strategic management of organisations |
| title_exact_search | The strategic management of organisations |
| title_full | The strategic management of organisations Adrian Haberberg and Alison Rieple |
| title_fullStr | The strategic management of organisations Adrian Haberberg and Alison Rieple |
| title_full_unstemmed | The strategic management of organisations Adrian Haberberg and Alison Rieple |
| title_short | The strategic management of organisations |
| title_sort | the strategic management of organisations |
| topic | Strategisch management gtt Strategische planning gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategisch management Strategische planning Strategic planning Strategisches Management Lehrbuch |
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