The new strategic management: organization, competition, and competence
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY
Wiley
2004
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIX, 309 S. graph. Darst. |
| ISBN: | 0471899534 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804130358959013888 |
|---|---|
| adam_text | PART I ORGANIZATION AND STRATEGIC MANAGEMENT
CHAPTER 1 ORGANIZATIONS, STRATEGIC MANAGEMENT, AND ORGANIZATIONAL
COMPETENCE 2
PART II PERSPECTIVES ON ECONOMIC ORGANIZATION
AND STRATEGIC MANAGEMENT CHAPTER 2 ECONOMIC ORGANIZATION: THEORIES OF MARKETS, FIRMS, AND THEIR
INTERACTIONS 12
CHAPTER 3 STRATEGIC MANAGEMENT: IMPROVING ORGANIZATIONAL CAPABILITIES FOR
VALUE CREATION AND DISTRIBUTION 26
PART III THE COMPETENCE BASED APPROACH TO STRATEGIC MANAGEMENT
CHAPTER 4 DESIGNING AND MANAGING ORGANIZATIONS AS OPEN SYSTEMS FOR
VALUE CREATION 46
CHAPTER 5 THE STRATEGIC LOGIC OF AN ORGANIZATION 59
PART IV BUSINESS UNIT STRATEGY CHAPTERS THE BUSINESS CONCEPT: WHO WILL BE SERVED, WITH WHAT, AND HOW? 66
CHAPTER 7 THE ORGANIZATION CONCEPT: RESOURCES, ORGANIZATION DESIGN, AND
CONTROLS AND INCENTIVES 81
CHAPTER 8 CORE PROCESSES: PUTTING THE BUSINESS CONCEPT AND ORGANIZATION
CONCEPT INTO ACTION 105
CHAPTER 9 BUSINESS UNIT STRATEGY AS A SITUATIONAL PUZZLE : ALIGNING STRATEGIC
LOGIC WITH MACROENVIRONMENT, INDUSTRY, AND PRODUCT MARKET
EVOLUTION 123
CHAPTER 10 MANAGING MANAGERIAL COGNITION:
THE UNIQUE INTELLECTUAL CHALLENGE OF STRATEGIC MANAGEMENT 144
PART V CORPORATE STRATEGY FOR MULTIPLE BUSINESS UNITS
CHAPTER 11 CORPORATE STRATEGY: THE SEARCH FOR SYNERGY AMONG MULTIPLE
BUSINESS UNITS 156
CHAPTER 12 PATTERNS AND LIMITS IN THE SEARCH FOR SYNERGY:
THE LOGIC OF GROWTH THROUGH DIVERSIFICATION 169
BRIEF CONTENTS VH
PART VI GLOBAL STRATEGY CHAPTER 13 THE SEARCH FOR SYNERGY IN AN INTERNATIONAL CONTEXT 192
PART VII STRATEGIC LEADERSHIP AND STEWARDSHIP CHAPTER 14 MANAGING CHANGE, RISK, AND ETHICS 206
CASES ¦ MINI CASE 1 THE AIR EXPRESS INDUSTRY: FROM INCEPTION TO INTERNATIONALIZATION AND
DIVERSIFICATION 214
: MINI CASE 2 AIRBORNE EXPRESS: STRATEGY FOR INTERNATIONALIZATION 220
MINI CASE 3 ASAHI BEER CREATES SUPER DRY : BUILDING NEW COMPETENCES IN THE
JAPANESE BEER INDUSTRY 222
MINI CASE 4 KENTUCKY FRIED CHICKEN S ENTRY INTO CHINA:
KEY ISSUES AND STRATEGIC CHOICES 224
MINI CASE 5 LONGS DRUGS:
INFORMATION FLOWS, DECISION MAKING, AND INCENTIVES 226
MINI CASE 6 NOVO A/S: BALANCING THE TRIPLE BOTTOM LINE 228
MINI CASE 7 NUCOR CORPORATION: CORPORATE CULTURE AND INCENTIVES DESIGN 230
MINI CASE 8 PHILIPS NV:
ENVIRONMENTAL TRANSFORMATIONS AND ORGANIZATIONAL EVOLUTION 234
MINI CASE 9 THE RETAIL GROCERY INDUSTRY IN THE USA:
A CHANGING COMPETITIVE ENVIRONMENT 238
MINI CASE 10 THE WALT DISNEY COMPANY:
A SEARCH FOR SYNERGIES IN THE ENTERTAINMENT INDUSTRY 242
CASE 1 AMAZON. COM: INTERNET BOOK RETAILING—AND BEYOND 246
Suresh Kotha
CASE 2 THE MERGER OF FEDERAL EXPRESS AND THE FLYING TIGERS LINE 263
Howard S. Tu and Sherry E. Sullivan
CASE 3 PERDUE FARMS INC.:
RESPONDING TO TWENTY FIRST CENTURY CHALLENGES 270
George C. Rubenson and Frank Shipper
CASE 4 MCC SMART: INNOVATORS MUST BREAK RULES—BUT HOW MANY? 289
George Radler and Ulrich Steger
INDEX 307
PARTI
ORGANIZATION AND STRATEGIC MANAGEMENT
CHAPTER 1 ORGANIZATIONS, STRATEGIC MANAGEMENT, AND
ORGANIZATIONAL COMPETENCE 2
Introduction 2
1.1 Organizations as Systems for Value Creation and Distribution 2
1.2 Management as a Process of Coordinating 3
1.3 Strategic Management: Defining and Achieving Organizational Goals for Value Creation
and Distribution for All Stakeholders 4
1.4 Managing Strategically to Build, Maintain, and Leverage Organizational Competence 7
PART II
PERSPECTIVES ON ECONOMIC ORGANIZATION AND STRATEGIC MANAGEMENT
CHAPTER 2 ECONOMIC ORGANIZATION: THEORIES OF MARKETS, FIRMS, AND
THEIR INTERACTIONS 12
Introduction 12
2.1 Economic Exchange 12
2.2 Markets as Mechanisms for Exchanging Resources 13
Goods, Information, Prices, and Efficiency 13
When Markets Work and When They Fail 14
2.3 Organizations as Frameworks for Exchanging Resources 16
Adam Smith and the Gains from Specialization of Labor 16
Frederick Taylor and Scientific Management 17
Henry Fayol and Administrative Management 18
Alchian and Demsetz: Team Based Production 19
Transaction Costs Analysis: Managing the Risks of Exchange 20
Agency Theory: The Separation of Ownership and Control 21
2.4 The Competence Perspective on Economic Organizing 22
Economic Organizations as Open Systems Embedded in Markets 23
Successful Economic Organizing as a Virtuous Circle of
Value Creation and Distribution 23
Designing Organizations for Sustainable Wealth Creation
and Wealth Distribution 24
TABLE OF CONTENTS IX
CHAPTER 3 STRATEGIC MANAGEMENT: IMPROVING ORGANIZATIONAL CAPABILITIES
FOR VALUE CREATION AND DISTRIBUTION 26 Introduction 26
3.1 Prior Theories and Perspectives on Strategic Management 27
The General Management and Business Policy Perspective 27
Industrial Organization Economics:
The Structure Conduct Performance Paradigm 28
Porter s Value Chain Model and Generic Strategies 30
Strategic Marketing 32
The Resource Base View 32
Evolutionary Economic and Dynamic Capabilities Perspectives 34
Mintzberg s Theory of Emergent Strategies 35
Game Theory 36
Core Competence Perspective 37
Strategic Flexibility and Strategic Options Perspectives 37
3.2 The Competence Based Approach to Strategic Management 38
Perceiving Opportunities for Value Creation 38
Developing Sustainable Processes for Value Creation 38
Aligning Value Creation Processes with Competitive Environments 39
Strategic Managers as Designers of Organizations as Systems for Value Creation 40
Competition as a Contest Between Managers Cognitive Processes 41
Strategy as Stretch and Leverage 42
PART HI THE COMPETENCE BASED APPROACH TO STRATEGIC MANAGEMENT
CHAPTER 4 DESIGNING AND MANAGING ORGANIZATIONS AS OPEN SYSTEMS FOR
VALUE CREATION 46 Introduction 46
4.1 Organizations as Systems Embedded in and Co Evolving with Larger Systems 46
Product Markets and Resource Markets 47
Strategic Groups 48
Industries 48
National, Regional, and Global Economies 49
Society 49
4.2 Managing Competence Building and Leveraging in Organizations as Open Systems for
Value Creation and Distribution 50
4.3 System Properties of Organizations as Open Systems 51
System Elements and Their Interrelationships 51
Strategic Gaps as Drivers of Strategic Change 53
Perception of Strategic Gaps Through
Lower Order vs. Higher Order Control Loops 53
Causal Ambiguity in Organizations as Systems 56
TABLE OF CONTENTS
Dynamic Response Times in Organizations as Systems 56
4.4 Competence Processes in Organizations as Systems 57
Competence Building and Leveraging 57 ;
Competence Maintenance and Defense 57
CHAPTER 5 THE STRATEGIC LOGIC OF AN ORGANIZATION 59 j
I
Introduction 59 j
5.1 The Business Concept 59 j
5.2 The Organization Concept 61
5.3 Core Processes 61 j
5.4 Strategic Logic as the Driver of Competence Building and
Leveraging in Organizations and Industries 62
PART IV BUSINESS UNIT STRATEGY
CHAPTER 6 THE BUSINESS CONCEPT:
WHO WILL BE SERVED, WITH WHAT, AND HOW? 66
Introduction 66
6.1 Targeting Market Preferences 67
Identifying Market Preferences 68
Market Segments, Mass Customization, and Product Personalization 68
Real Time Market Research 69
6.2 Product Offers 69
Four Sources of Perceived Value in a Product Offer 70
Four Sources of Perceived Cost in a Product Offer 72
Product Differentiation: Managing the Bundle ofNDCV 73
6.3 Key Activities 75
6.4 System Design Principles for the Business Concept 75
6.5 Three Types of Generic Product Strategies 77
Focused Differentiation Product Strategy 77
Broad Differentiation Product Strategy 78
Undifferentiated Product Strategy 79
CHAPTER 7 THE ORGANIZATION CONCEPT: RESOURCES, ORGANIZATION DESIGN,
AND CONTROLS AND INCENTIVES 81
Introduction 81
7.1 Defining an Organization s Essential Resources:
Assets, Capabilities, and Knowledge 81
Assets 82
Capabilities 83
Knowledge 83
7.2 Creating Organizations as Adaptive Resource Systems:
Combining Resource Flexibility and Coordination Flexibility 86
Resource Flexibility 86
Coordination Flexibility 87
TABLE OF CONTENTS XJ
7.3 Organization Design:
Deciding Task Allocations, Authority Distribution, and Information Flows 87
Task Allocation 87
The Hierarchy of Task Allocations 90
Primary Task Allocations in Matrix and Hybrid Organizations 91
Aligning the Hierarchy of Task Allocations with Strategic Logic 93
Authority Distribution 93
Information Flows 94
7.4 Controls and Incentives 97
Control Systems 97
Incentive Systems 99
Designing Effective Control and Incentive Systems 100
7.5 System Design Principles for the Organization Concept 103
CHAPTER 8 CORE PROCESSES: PUTTING THE BUSINESS CONCEPT
AND ORGANIZATION CONCEPT INTO ACTION 105
Introduction 105
8.1 Product Creation 105
Defining New Product Offers 106
Designing New Products and Processes 108
Developing New Products and Processes 110
8.2 Product Realization in
Production 111
Marketing and Distribution 112
Support Activities 113
8.3 Stakeholder Development 113
Employees 114
Suppliers 114
Customers 114
Government 115
Communities 115
Shareholders and Debt Holders 116
8.4 Transformative Processes 116
Total Quality Management (TQM) 116
Business Process Reengineering (BPR) 117
Environmental Quality Management (EQM) 118
8.5 Creating Effective, Self Managing Core Processes 118
CHAPTER 9 BUSINESS UNIT STRATEGY AS A SITUATIONAL PUZZLE : ALIGNING
STRATEGIC LOGIC WITH MACROENVIRONMENT, INDUSTRY, AND
PRODUCT MARKET EVOLUTION 123 Introduction 123
9.1 Changes in an Organization s Macroenvironment 123
Macroeconomic Changes 124
Demographic Changes 127
Sociocultural Changes 129
I
I
TABLE OF CONTENTS 1
•I
j
Political Legal Changes 130 j
Technological Changes 131 j
9.2 Changes in an Organization s Industry Environment 132 j
Five Competitive Pressures 132 !
Five Sources of Cooperative Gain 136 j
Designing a Strategic Logic to Minimize Competitive Pressure
and Maximize Cooperative Gain 139
9.3 Changes in the Product Life Cycle 139 j
Embryonic Stage 14O j
Rapid Growth Stage 141 j
Shake Out Stage 142
Maturity Stage 142
Renewal or Decline 142
CHAPTER 10 MANAGING MANAGERIAL COGNITION: THE UNIQUE INTELLECTUAL
CHALLENGE OF STRATEGIC MANAGEMENT 144 Introduction 144
10.1 The Nature of Strategic vs. Operational Decision Making 145
Structural Complexity 146
Dynamic Complexity 146
Incomplete and Imperfect Information 147
Irreducible Uncertainty 148
10.2 Bounded Rationality and Satisficing in Strategic Decision Making 149
10.3 New Forms of Organization for Improving Decision Making 151
10.4 Balancing Commitment and Flexibility in Strategic Decision Making 153
PARTY CORPORATE STRATEGY FOR MULTIPLE BUSINESS UNITS
CHAPTER 11 CORPORATE STRATEGY: THE SEARCH FOR SYNERGY AMONG MULTIPLE
BUSINESS UNITS 156 Introduction 156
11.1 Synergies That Reduce Costs 157
Economies of Scale 157
Economies of Learning 159
Economies of Scope 160
Economies of Substitution 161
11.2 Synergies That Improve Products and Processes 162
Vertical Integration to Gain Control of Key Inputs and Services 163
Leveraging of Technology and Intangible Assets 165
11.3 Synergies That Improve Speed 166
11.4 System Design Principles for Corporate Strategy 166
Earning a Positive Return on Corporate Strategic Management 167
Creating Positive Sum Interactions Between Business Units 167
TABLE OF CONTENTS XIH
CHAPTER 12 PATTERNS AND LIMITS IN THE SEARCH FOR SYNERGY: THE LOGIC OF
GROWTH THROUGH DIVERSIFICATION 169 Introduction 169
12.1 Growth Through Domestic Expansion 170
12.2 Growth Through International Expansion 171
12.3 Growth Through Horizontal Integration 172
12.4 Growth Through Vertical Integration 174
Upstream Vertical Integration 174
Downstream Vertical Integration 176
12.5 Growth Through Related Diversification 178
12.6 Growth Through Unrelated Diversification 179
Leveraging of General Management Capabilities 179
Improving Capital Allocations by Forming an Internal Capital Market 180
Reducing Financial Risk by Creating a Diversified Portfolio of Businesses 182
12.7 The Optimal Extent of Diversification 185
The Optimal Extent of Diversification—A Conceptual Framework 185
Costs of Diversification 187
Defining the Optimal Extent of Diversification 188
The Optimal Extent of Diversification—Some Practical Issues 188
12.8 The Optimal Extent of Integration in Mergers and Acquisitions 188
PART VI GLOBAL STRATEGY
CHAPTER 13 THE SEARCH FOR SYNERGY IN AN INTERNATIONAL CONTEXT 192
Introduction 192
13.1 Early Theories of Internationalization 192
The Product Cycle Theory of Internationalization 193
Maintaining a Non Expiring Bargain with Host Countries 194
The Transactions Costs View of Foreign Direct Investment 194
The Opportunistic Growth Theory of International Expansion 195
Goshal and Bartlett s Model of Innovation Processes in Multinationals 196
13.2 Centralizing or Localizing International Value Creation Activities 197
13.3 Opportunities or Pressures for Centralizing Activities 198
Global Products 198
Economies of Scale, Learning, or Scope 198
Limited Availability of an Essential Resource 199
13.4 Opportunities or Pressures for Localizing Activities 199
Local Market Preferences 199
High Relative Transportation Costs 200
Widely Available Resources 20O
Host Government Laws and Regulations 200
Speed in Providing Customer Support 200
TABLE OF CONTENTS
|
13.5 Creating Hybrid Global Organization Designs for j
International Value Creation Processes 201 I
j
PART VII STRATEGIC LEADERSHIP AND STEWARDSHIP
CHAPTER 14 MANAGING CHANGE, RISK, AND ETHICS 206
Introduction 206
14.1 Strategic Leadership in Managing Change 206
Personal Leadership 206 j
Institutional Leadership 207 j
The Complementarity of Personal and Institutional Leadership 207
14.2 Strategic Stewardship in Managing Risk and Ethics 208 j
Managing Risks 209
Managing Ethics 210 :
cases ;
MINI CASE 1 THE AIR EXPRESS INDUSTRY: FROM INCEPTION TO
INTERNATIONALIZATION AND DIVERSIFICATION 214
MINI CASE 2 AIRBORNE EXPRESS: STRATEGY FOR INTERNATIONALIZATION 220
MINI CASE 3 ASAHI BEER CREATES SUPER DRY : BUILDING NEW COMPETENCES IN
THE JAPANESE BEER IND USTRY 222
MINI CASE 4 KENTUCKY FRIED CHICKEN S ENTRY INTO CHINA: KEY ISSUES AND
STRATEGIC CHOICES 224
MINI CASE 5 LONGS DRUGS: INFORMATION FLOWS,
DECISION MAKING, AND INCENTIVES 226
MINI CASE 6 NOVO A/S: BALANCING THE TRIPLE BOTTOM LINE 228
MINI CASE 7 NUCOR CORPORATION: CORPORATE CULTURE
AND INCENTIVES DESIGN 230
MINI CASE 8 PHILIPS NV: ENVIRONMENTAL TRANSFORMATIONS AND
ORGANIZATIONAL EVOLUTION 234
MINI CASE 9 THE RETAIL GROCERY INDUSTRY IN THE USA:
A CHANGING COMPETITIVE ENVIRONMENT 238
MINI CASE 10 THE WALT DISNEY COMPANY: A SEARCH FOR SYNERGIES IN THE
ENTERTAINMENT INDUSTRY 242
CASE 1 AMAZON. COM: INTERNET BOOK RETAILING—AND BEYOND 246
Suresh Kotha
TABLE OF CONTENTS XV
CASE 2 THE MERGER OF FEDERAL EXPRESS AND
THE FLYING TIGERS LINE 263
Howard S. Tu and Sherry E. Sullivan
CASE 3 PERDUE FARMS INC.: RESPONDING TO
TWENTY FIRST CENTURY CHALLENGES 270
George C. Rubenson and Frank Shipper
CASE 4 MCC SMART: INNOVATORS MUST BREAK RULES—
BUT HOW MANY? 289
George Radler and Ulrich Steger
INDEX 307
|
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| illustrated | Illustrated |
| indexdate | 2024-07-09T19:19:46Z |
| institution | BVB |
| isbn | 0471899534 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-010588976 |
| oclc_num | 53197466 |
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| physical | XIX, 309 S. graph. Darst. |
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| publisher | Wiley |
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| spelling | Sanchez, Ron Verfasser (DE-588)128916354 aut The new strategic management organization, competition, and competence Ron Sanchez ; Aimé Heene New York, NY Wiley 2004 XIX, 309 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s DE-604 Heene, Aimé Verfasser (DE-588)128916591 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010588976&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Sanchez, Ron Heene, Aimé The new strategic management organization, competition, and competence Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 |
| title | The new strategic management organization, competition, and competence |
| title_auth | The new strategic management organization, competition, and competence |
| title_exact_search | The new strategic management organization, competition, and competence |
| title_full | The new strategic management organization, competition, and competence Ron Sanchez ; Aimé Heene |
| title_fullStr | The new strategic management organization, competition, and competence Ron Sanchez ; Aimé Heene |
| title_full_unstemmed | The new strategic management organization, competition, and competence Ron Sanchez ; Aimé Heene |
| title_short | The new strategic management |
| title_sort | the new strategic management organization competition and competence |
| title_sub | organization, competition, and competence |
| topic | Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategisch management Strategic planning Strategisches Management |
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