Strategic management of resources and relationships: concepts and cases
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York [u.a.]
Wiley
2003
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| Subjects: | |
| Online Access: | Publisher description Table of contents Inhaltsverzeichnis |
| Physical Description: | Getr. Zählung |
| ISBN: | 0471222925 |
Staff View
MARC
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| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Management | |
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Record in the Search Index
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| adam_text | L. Contents
Preface xviii
About the Author xxiii
Part 1: Analysis of the Competitive Situation
R Chapter 1
Strategic Management 2
The Origin of Strategic Management 5
The Traditional Perspective 6
The Organization as a Bundle of Resources 8
The Organization as a Network of Relationships with Stakeholders 10
The Strategic Management Process 15
Situation Analysis 17
Strategic Direction 18
Strategy Formulation 18
Strategy Implementation 20
Global Competitiveness 21
Global Insight 23
Strategic Thinking 24
Strategic Planning Can Drive Out Strategic Thinking 24
Characteristics of Strategic Thinking 25
Intent Focused 25
Comprehensive 25
Opportunistic 26
Long Term Oriented 27
Built on Past and Present 27
Hypothesis Driven 28
Motivating Managers and Employees to Think Strategically 28
Summary 29
Discussion Questions 30
Strategic Application 30
Strategic Internet Appplication 31
Notes 32
vi Contents
Wi Chapter 2
The Environment And External Stakeholders 34
Assessment of the Broad Environment 36
The Sociocultural Context 37
The Economic Context 40
The Political Context 41
Global Insight 41
The Technological Context 45
Innovations from Existing Technologies 46
Adoption of a Dominant Design 46
Radical Innovations from Outside the Industry 46
Dealing with Technological Change 47
Change and Interdependence among the Broad Environmental Forces 48
Foreign Environments 50
Analysis of External Stakeholders and the Operating Environment 51
Porter s Five Forces, Economic Power, and Industry Characteristics 52
Economic Power of Customers 52
Economic Power of Suppliers 54
Competition, Concentration, and Monopoly Power 55
Entry Barriers and Substitutes 57
External Stakeholders, Formal Power, and Political Influence 60
Managing the Operating Environment 61
Economic Actions 62
Political Strategies 63
Partnering with External Stakeholders 64
Summary 66
Discussion Questions 67
Strategic Application 68
Strategic Internet Application 70
Notes 70
H Chapter 3
Organizational Resources and Competitive
Advantage 72
Internal Analysis and Competitive Advantage 74
Global Insight 77
Financial Resources and Financial Analysis 80
Physical Resources and the Value Chain 81
Contents vii
Human Based Resources 84
Strategic Leadership 84
Creating Organizational Vision 85
Establishing Core Values 86
Developing Strategies and Structure 87
Fostering Organizational Learning 87
Serving As a Steward 88
Leadership Approaches and Organizational Fit 88
Organizational Governance 90
Establishment of Organizational Governance 90
Conflicts of Interest and Agency Problems 92
Boards of Directors and Organizational Performance 94
Employees 96
Structure and Culture 98
Knowledge Based Resources 101
Internal Knowledge Creation and Organizational Learning 102
Knowledge Creation and Interorganizational Relationships 104
General Organizational Resources 105
Patents and Brands 106
Organizational Reputation 107
Superior Relationships with Stakeholders 107
Summary 108
Discussion Questions 110
Strategic Application 110
Strategic Internet Exercise 111
Notes 112
Part 2: Strategy Formulation
R Chapter 4
Strategic Direction 116
Global Insight 118
Influences on Strategic Direction 119
Mission Statements 122
Business Definition 124
Increasing the Scope of Operations 125
Moving Forward or Backward on the Industry Supply Chain 127
Organizational Vision 129
viii Contents
Organizational Values 130
Social Responsibility 131
Enterprise Strategy 134
Ethical Frames of Reference 135
Codes of Ethics 137
Ethics in Global Environments 139
Summary 140
Discussion Questions 141
Strategic Application 142
Strategic Internet Application 142
Notes 143
H Chapter 5
Strategy Formulation at The Business Unit Level 146
Generic Business Strategies 149
Cost Leadership 150
High Capacity Utilization 151
Economies of Scale 151
Technological Advances 152
Outsourcing 152
Learning Effects 153
Risks Associated with a Cost Leadership Strategy 154
Differentiation 155
Resource Based Differentiation 155
Risks Associated with a Differentiation Strategy 156
Best Value 156
Quality 157
Speed 159
Risks Associated with a Best value strategy 159
Focus 160
Strategy and the Life Cycle 161
Competitive Dynamics 164
Global Insight 166
Strategies That Reflect Competitive Dynamics 167
Aggressive Competition 167
First Mover Advantage 169
Collaboration 169
Threat of Retaliation 170
Government Intervention 170
Barriers to Imitation 171
Strategic Flexibility 171
Avoidance 172
Resources, Industry Structure, and Firm Actions 173
Contents ix
Tracking Competitor Movement 175
Summary 176
Discussion Questions 177
Stra tegic Applica tion 178
Strategic Internet Application 178
Notes 179
B Chapter 6
Strategies for Entrepreneurship and Innovation 182
Entrepreneurial Start ups 184
Global Insight 184
The Entrepreneur 185
Entrepreneurial Tasks 186
Opportunity Recognition or Creation 186
Creation of a Business Plan 187
Securing Start up Capital 189
Managing the Venture 192
Causes of Failure 194
Corporate Entrepreneurship and Innovation 196
Fostering Innovation in Established Firms 196
Structuring Internal Ventures 200
The Internet and E Commerce 202
Orientation Toward Growth 205
Growth Tactics 205
Internal Growth 206
External Growth 207
Internal or External Diversification 207
Stability Strategies 208
Summary 209
Discussion Questions 211
Strategic Application 211
Internet Exercise 212
Notes 212
H Chapter 7
Corporate Level Strategy and Restructuring 214
Concentration Strategies 217
Vertical Integration Strategies 220
Vertical Integration and Transaction Costs 220
x Contents
Substitutes for Full Vertical Integration 222
Diversification Strategies 223
Related Diversification and Synergy 223
Unrelated Diversification 228
Mergers and Acquisitions 231
Global Insight 232
Merger Performance 233
Successful and Unsuccessful Mergers and Acquisitions 235
Corporate Level Distinctive Competencies 236
Strategic Restructuring 237
Retrenchment (Downsizing) 239
Global Insight 241
Refocusing Corporate Assets (Downscoping) 242
Chapter 11 Reorganization 243
Leveraged Buyouts 244
Changes to Organizational Design 245
Combined Restructuring Approaches 247
Summary 249
Discussion Questions 251
Strategic Application 251
Strategic Internet Application 252
Notes 252
Appendix: Portfolio Management 256
The Boston Consulting Croup Matrix 256
The General Electric Business Screen 258
Part 3: Strategy Implementation and Control
R Chapter 8
Strategy Implementation: Resources and
Relationships 260
Interorganizational Relationships and Stakeholder Management 262
Advantages and Disadvantages of Interorganizational Relationships 263
Global Insight 266
Selection of Stakeholders for Partnerships 267
Effective Stakeholder Management 269
Customers 270
Suppliers 272
Competitors 272
Contents xi
Government Agencies and Administrators 273
Local Communities 274
Activist Groups 275
The Media 276
Labor Unions 277
Financial Intermediaries 278
Managing Partnerships 278
Functional Level Resource Management 279
Marketing Strategy 282
Operations Strategy 283
Information Systems Strategy 286
R D/Technology Strategy 288
Human Resources Strategy 290
Financial Strategy 291
Summary 293
Discussion Questions 294
Strategic Application 294
Strategic Internet Application 295
Notes 295
H Chapter 9
Strategy Implementation: Design and Control 298
Organizational Design 300
Business Level Structures 302
Functional Structures 302
Product and Market based Structures 304
Matrix Structures 306
Network Structures 308
Corporate Level Structures 309
Multidivisional Structures 309
Strategic Business Unit Structures 311
Corporate Level Matrix Structures 312
Transnational Structures 314
Global Insight 316
Organizational Control 317
Strategic vs. Financial Controls 318
Feedback Control Systems 320
Determination of Broad Goals 320
Identification of Resource Areas or Activities 322
Creation of Measurable Operating Goals 323
Facilitation of Operating Goals 324
Feedforward Control 326
Business Intelligence and Strategic Surveillance 326
Responsibility for Intelligence Management 328
xii Contents
Behavioral, Process, and Accounting Controls 329
Behavioral Controls 330
Bureaucratic Controls 330
Clan Control 331
Process Controls 332
Accounting Controls 333
Crisis Prevention and Management 335
Summary 336
Discussion Questions 339
Strategic Application 339
Strategic Internet Application 340
Notes 340
K Chapter 10
Global Strategic Management and The Future 342
Global Orientation 345
Global Stakeholders and Resources 347
Stakeholder Management in Foreign Environments 347
Global Resource Advantages 350
Management of Foreign Subsidiaries 353
International Alliances and Joint Ventures 354
Global Strategies 355
Product/Market Approach 355
International Expansion Tactics 356
Global Business Level Strategy 357
Global Corporate Level Strategy 359
International Market Selection 362
Global Insight 363
Strategic Management in the Future 368
Summary 369
Discussion Questions 371
Strategic Application 371
Strategic Internet Application 372
Notes 372
|
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| spelling | Harrison, Jeffrey S. Verfasser aut Strategic management of resources and relationships concepts and cases Jeffrey S. Harrison New York [u.a.] Wiley 2003 Getr. Zählung txt rdacontent n rdamedia nc rdacarrier Gestion Gestion - Cas, Études de Planification stratégique Planification stratégique - Cas, Études de Strategic planning Management Strategic planning -- Case studies Management -- 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 http://www.loc.gov/catdir/description/wiley037/2003265603.html Publisher description http://www.loc.gov/catdir/toc/wiley032/2003265603.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010149535&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Harrison, Jeffrey S. Strategic management of resources and relationships concepts and cases Gestion Gestion - Cas, Études de Planification stratégique Planification stratégique - Cas, Études de Strategic planning Management Strategic planning -- Case studies Management -- Case studies Strategisches Management (DE-588)4124261-0 gnd |
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| title | Strategic management of resources and relationships concepts and cases |
| title_auth | Strategic management of resources and relationships concepts and cases |
| title_exact_search | Strategic management of resources and relationships concepts and cases |
| title_full | Strategic management of resources and relationships concepts and cases Jeffrey S. Harrison |
| title_fullStr | Strategic management of resources and relationships concepts and cases Jeffrey S. Harrison |
| title_full_unstemmed | Strategic management of resources and relationships concepts and cases Jeffrey S. Harrison |
| title_short | Strategic management of resources and relationships |
| title_sort | strategic management of resources and relationships concepts and cases |
| title_sub | concepts and cases |
| topic | Gestion Gestion - Cas, Études de Planification stratégique Planification stratégique - Cas, Études de Strategic planning Management Strategic planning -- Case studies Management -- Case studies Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Gestion Gestion - Cas, Études de Planification stratégique Planification stratégique - Cas, Études de Strategic planning Management Strategic planning -- Case studies Management -- Case studies Strategisches Management Fallstudiensammlung |
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