Strategic management and business policy: concepts
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| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Upper Saddle River, NJ
Prentice Hall
2006
|
| Edition: | 10. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Ab der 12. Aufl. u.d.T.: Wheelen, Thomas L.: Concepts in strategic management and business policyLiteraturverz. S.376-405 |
| Physical Description: | Getr. Zählung Ill., graph. Darst. |
| ISBN: | 0131494619 |
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Record in the Search Index
| _version_ | 1804135420462628864 |
|---|---|
| adam_text | Brief Contents
PART ONE Introduction to Strategic Management and Business Policy 1
Chapter 1 Basic Concepts in Strategic Management 1
Chapter 2 Corporate Governance 34
Chapter 3 Ethics and Social Responsibility in Strategic Management 55
PART TWO Scanning the Environment 71
Chapter 4 Environmental Scanning and Industry Analysis 71
Chapter 5 Internal Scanning: Organizational Analysis 104
PART THREE Strategy Formulation 137
Chapter 6 Strategy Formulation: Situation Analysis and Business Strategy 137
Chapter 7 Strategy Formulation: Corporate Strategy 163
Chapter 8 Strategy Formulation: Functional Strategy and Strategic Choice 188
PART FOUR Strategy Implementation and Control 213
Chapter 9 Strategy Implementation: Organizing for Action 213
Chapter 10 Strategy Implementation: Staffing and Directing 238
Chapter 11 Evaluation and Control 261
PART FIVE Other Strategic Issues 291
Chapter 12 Strategic Issues in Managing Technology and Innovation 291
Chapter 13 Strategic Issues in Entrepreneurial Ventures and Small Businesses 316
Chapter 14 Strategic Issues in Not For Profit Organizations 338
PART SIX Introduction to Case Analysis 353
Chapter 15 Suggestions for Case Analysis 353
vii
Contents
Preface xix
PART ONE Introduction to Strategic Management and Business Policy 1
Chapter 1 Basic Concepts in Strategic Management 1
1.1 The Study of Strategic Management 3
Phases of Strategic Management 3
Benefits of Strategic Management 5
1.2 Globalization and Electronic Commerce: Challenges to Strategic Management 6
Impact of Globalization 6
W% Global Issue: Regional Trade Associations Replace National Trade Barriers 7
Electronic Commerce 7
1.3 Theories of Organizational Adaptation 8
1.4 Creating a Learning Organization 9
1.5 Basic Model of Strategic Management 10
Environmental Scanning 10
Strategy Formulation 12
Strategy Highlight 1.1: Do You Have a Good Mission Statement? 13
Strategy Implementation 16
Evaluation and Control 17
Feedback/Learning Process 18
1.6 Initiation of Strategy: Triggering Events 18
Strategy Highlight 1.2: Triggering Event at Sun Microsystems 19
1.7 Strategic Decision Making 20
What Makes a Decision Strategic . 20
Mintzberg s Modes of Strategic Decision Making 20
Strategic Decision Making Process: Aid to Better Decisions 21
1.8 The Strategic Audit: Aid to Strategic Decision Making 23
1.9 Conclusion 24
Appendix 1.A Strategic Audit of a Corporation 26
Chapter 2 Corporate Governance 34
2.1 Role of the Board of Directors 36
Responsibilities of the Board 36
Members of a Board of Directors 39 ix
Strategy Highlight 2.1: Agency Theory Versus Stewardship Theory in Corporate
Governance 41
(^ Global Issue: POSCO Adds an International Director 42
Nomination and Election of Board Members 44
Organization of the Board 44
Impact of the Sarbanes Oxley Act on U.S. Corporate Governance 46
Trends in Corporate Governance 47
2.2 The Role of Top Management 48
Responsibilities of Top Management 48
Strategy Highlight 2.2: CEO Hubris at Disney? 51
2.3 Conclusion 52
Chapter 3 Ethics and Social Responsibility in Strategic Management 55
3.1 Social Responsibilities of Strategic Decision Makers 56
Responsibilities of a Business Firm 57
Corporate Stakeholders 59
3.2 Ethical Decision Making 61
Strategy Highlight 3.1: The Johnson Johnson Credo 62
Some Reasons for Unethical Behavior 62
Strategy Highlight 3.2: Unethical Practices at Enron and WorldCom Exposed
byWhistle Blowers 63
^ Global Issue: How Rule Based and Relationship Based Governance Systems Affect
Ethical Behavior 64
Encouraging Ethical Behavior 66
3.3 Conclusion 68
PART ENDING VIDEO CASE: Newbury Comics, Inc. 70
PART TWO Scanning the Environment 71
Chapter 4 Environmental Scanning and Industry Analysis 71
4.1 Environmental Scanning 73
Identifying External Environmental Variables 73
*} Global Issue: Identifying Potential Markets in Developing Nations 79
Identifying External Strategic Factors 81
4.2 Industry Analysis: Analyzing the Task Environment 82
Porter s Approach to Industry Analysis 82
Industry Evolution 86
Categorizing International Industries 87
International Risk Assessment 87
Strategic Groups 88
Strategic Types 88
Hypercompetition 89
Strategy Highlight 4.1: Microsoft in a Hypercompetitive Industry 90
Using Key Success Factors to Create an Industry Matrix 91
4.3 Competitive Intelligence 92
Sources of Competitive Intelligence 93
Strategy Highlight 4.2: Evaluating Competitive Intelligence 94
Monitoring Competitors for Strategic Planning 94
4.4 Forecasting 95
Danger of Assumptions 95
Using Forecasting Techniques 96
4.5 The Strategic Audit: A Checklist for Environmental Scanning 97
4.6 Synthesis of External Factors—EFAS 97
4.7 Conclusion 99
Appendix 4.A Competitive Analysis Techniques 101
Chapter 5 Internal Scanning: Organizational Analysis 104
5.1 A Resource Based Approach to Organizational Analysis 106
Core and Distinctive Competencies 106
Using Resources to Gain Competitive Advantage 107
Determining the Sustainability of an Advantage 108
5.2 Business Models 110
5.3 Value Chain Analysis 111
Industry Value Chain Analysis 112
Corporate Value Chain Analysis 113
5.4 Scanning Functional Resources and Capabilities 114
Basic Organizational Structures 114
Corporate Culture: The Company Way 116
*, Global Issue: Managing Corporate Culture for Global Competitive Advantage:
ABB Versus Matsushita 117
Strategic Marketing Issues 117
Strategic Financial Issues 119
Strategic Research and Development (R D) Issues 120
Strategy Highlight 5.1: AProblem of Technology Transfer at Xerox Corporation 121
Strategic Operations Issues 123
Strategic Human Resource Management (HRM) Issues 125
Strategic Information Systems/Technology Issues 127
5.5 The Strategic Audit: A Checklist for Organizational Analysis 129
5.6 Synthesis of Internal Factors 129
5.7 Conclusion 131
PART ENDING VIDEO CASE: Newbury Comics, Inc. 134
PART THREE Strategy Formulation 137
Chapter 6 Strategy Formulation: Situation Analysis and Business Strategy 137
6.1 Situational Analysis: SWOT Analysis 138
Generating a Strategic Factors Analysis Summary (SFAS) Matrix 139
Finding a Propitious Niche 142
%} Global Issue: SAB Defends Its Propitious Niche 143
6.2 Review of Mission and Objectives 143
6.3 Generating Alternative Strategies by Using a TOWS Matrix 144
6.4 Business Strategies 145
Porter s Competitive Strategies 145
Strategy Highlight 6.1: Grim Reaper Uses Focused Differentiation Strategy 149
Cooperative Strategies 156
6.5 Conclusion 161
Chapter 7 Strategy Formulation: Corporate Strategy 163
7.1 Corporate Strategy 164
7.2 Directional Strategy 165
Growth Strategies 165
Strategy Highlight 7.1: Transaction Cost Economics Analyzes Vertical
Growth Strategy 168
Strategy Highlight 7.2: Screening Criteria for Concentric Diversification 171
International Entry Options 171
Q Global Issue: Wal Mart Looks to International Markets for Growth 172
Controversies in Directional Growth Strategies 174
Stability Strategies 175
Retrenchment Strategies 176
Strategy Highlight 7.3: Turnaround Strategy at IBM 177
7.3 Portfolio Analysis 179
BCG Growth Share Matrix 179
GE Business Screen 181
Advantages and Limitations of Portfolio Analysis 182
7.4 Corporate Parenting 183
Developing a Corporate Parenting Strategy 184
Horizontal Strategy and Multipoint Competition 185
7.5 Conclusion 185
Chapter 8 Strategy Formulation: Functional Strategy and Strategic Choice 188
8.1 Functional Strategy 189
Marketing Strategy 190
Financial Strategy 191
Research and Development (R D) Strategy 192
Operations Strategy 193
%} Global Issue: International Differences Alter Whirlpool s Operations Strategy 194
Purchasing Strategy 195
Logistics Strategy 196
Strategy Highlight 8.1: Staples Uses Internet to Replenish Inventory from 3M 197
Human Resource Management (HRM) Strategy 197
Information Technology Strategy 198
8.2 The Sourcing Decision: Location of Functions 198
8.3 Strategies to Avoid 201
8.4 Strategic Choice: Selecting of the Best Strategy 201
Constructing Corporate Scenarios 202
Process of Strategic Choice 207
8.5 Developing Policies 208
8.6 Conclusion 209
PART ENDING VIDEO CASE: Newbury Comics, Inc. 212
Strategy Implementation and Control 213
Chapter 9 Strategy Implementation: Organizing for Action 213
9.1 Strategy Implementation 214
9.2 Who Implements Strategy? 215
9.3 What Must Be Done? 216
Developing Programs, Budgets, and Procedures 216
Achieving Synergy 218
9.4 How Is Strategy to Be Implemented? Organizing for Action 219
Structure Follows Strategy 219
Stages of Corporate Development 220
Strategy Highlight 9.1: The Founder of the Modem Blocks Transition to Stage II 224
Organizational Life Cycle 224
Advanced Types of Organizational Structures 226
Reengineering and Strategy Implementation 229
Six Sigma 230
Designing Jobs to Implement Strategy 231
Strategy Highlight 9.2: Designing Jobs with the Job Characteristics Model 232
9.5 International Issues in Strategy Implementation 232
(Q Global Issue: Multiple Headquarters: A Sixth Stage of International Development? 234
9.6 Conclusion 236
Chapter 10 Strategy Implementation: Staffing and Directing 238
10.1 Staffing 240
Staffing Follows Strategy 240
Selection and Management Development 243
Strategy Highlight 10.1: How Hewlett Packard Identifies Potential Executives 244
Problems in Retrenchment 245
International Issues in Staffing 246
10.2 Leading 248
Managing Corporate Culture 248
Strategy Highlight 10.2: Admiral Assimilates Maytag s Culture 252
Action Planning 253
Management By Objectives 254
Total Quality Management 255
International Considerations in Leading 256
•rj Global Issue: Cultural Differences Create Implementation Problems in Merger 258
10.3 Conclusion 258
Chapter 11 Evaluation and Control 261
11.1 Evaluation and Control in Strategic Management 263
11.2 Measuring Performance 263
Appropriate Measures 263
Types of Controls 265
Activity Based Costing 266
Enterprise Risk Management 267
Primary Measures of Corporate Performance 267
Strategy Highlight 11.1: Eyeballs and MUUs: Questionable Performance Measures 269
Primary Measures of Divisional and Functional Performance 273
International Measurement Issues 276
^ Global Issue: Piracy: 15% 20% of China s Goods Are Counterfeit 277
11.3 Strategic Information Systems 278
Enterprise Resource Planning (ERP) 278
Divisional and Functional IS Support 279
11.4 Problems in Measuring Performance 279
Short Term Orientation 279
Goal Displacement 280
11.5 Guidelines for Proper Control 282
Strategy Highlight 11.2: Some Rules of Thumb in Strategy 282
11.6 Strategic Incentive Management 283
11.7 Conclusion 285
PART ENDING VIDEO CASE: Newbury Comics, Inc. 288
PART FIVE Other Strategic Issues 291
Chapter 12 Strategic Issues in Managing Technology and Innovation 291
12.1 The Role of Management 293
Strategy Highlight 12.1: Examples of Innovation Emphasis in Mission Statements 294
12.2 Environmental Scanning 295
External Scanning 295
Internal Scanning 298
12.3 Strategy Formulation 299
Product Versus Process R D 299
Technology Sourcing 300
Importance of Technological Competence 302
*} Global Issue: Use of Intellectual Property at Huawei Technologies 302
Categories of Innovation 303
Product Portfolio 305
12.4 Strategy Implementation 305
Developing an Innovative Entrepreneurial Culture 305
Organizing for Innovation: Corporate Entrepreneurship 306
Strategy Highlight 12.2: How Not to Develop an Innovative Organization 309
12.5 Evaluation and Control 309
Evaluation and Control Techniques 309
Evaluation and Control Measures 311
12.6 Conclusion 312
Chapter 13 Strategic Issues in Entrepreneurial Ventures and Small Businesses 316
13.1 Importance of Small Business and Entrepreneurial Ventures 317
¦ $) Global Issue: Entrepreneurship: Some Countries Are More Supportive
Than Others 318
Definition of Small Business Finns and Entrepreneurial Ventures 319
The Entrepreneur as a Strategist 319
13.2 Use of Strategic Planning and Strategic Management 319
Degree of Formality 320
Usefulness of the Strategic Management Model 320
Usefulness of the Strategic Decision Making Process 320
13.3 Issues in Corporate Governance 324
Boards of Directors and Advisory Boards 324
Impact of the Sarbanes Oxley Act 324
13.4 Issues in Environmental Scanning and Strategy Formulation 325
Sources of Innovation 326
Factors Affecting a New Venture s Success 327
Strategy Highlight 13.1: Suggestions for Locating an Opportunity and Formulating a
Business Strategy 329
13.5 Issues in Strategy Implementation 330
Substages of Small Business Development 330
Transfer of Power and Wealth in Family Businesses 332
13.6 Issues in Evaluation and Control 334
13.7 Conclusion 335
Chapter 14 Strategic Issues in Not For Profit Organizations 338
14.1 Why Not For Profit? 340
4y Global Issue: Which Is Best for Society: Business or Not For Profit? 341
14.2 Importance of Revenue Source 341
Sources of Not For Profit Revenue 342
Patterns of Influence on Strategic Decision Making 343
Usefulness of Strategic Management Concepts and Techniques 343
14.3 Impact of Constraints on Strategic Management 344
Impact on Strategy Formulation 345
Impact of Strategy Implementation 346
Impact on Evaluation and Control 346
14.4 Not for Profit Strategies 347
Strategic Piggybacking 348
Strategy Highlight 14.1: Resources Needed for Successful Strategic
Piggybacking 349
Mergers 349
Strategic Alliances 349
14.5 Conclusion 350
PART SIX Introduction to Case Analysis 353
Chapter 15 Suggestions for Case Analysis 353
15.1 The Case Method 355
15.2 Researching the Case Situation 355
15.3 Financial Analysis: A Place to Begin 356
Analyzing Financial Statements 356
*» Global Issue: Financial Statements of Multinational Corporations: Not Always What
They Seem 359
Common Size Statements 359
Z Value, Index of Sustainable Growth, and Free Cash Flow 360
Useful Economic Measures 360
15.4 Format for Case Analysis: The Strategic Audit 361
15.5 Conclusion 363
Appendix 15.A Resources for Case Research 365
Appendix 15.B Suggested Case Analysis Methodology Using the Strategic Audit 368
Appendix 15.C Example of a Student Written Strategic Audit 371
Endnotes 376
Glossary G l
Name Index 1 1
Subject Index 1 17
|
| adam_txt |
Brief Contents
PART ONE Introduction to Strategic Management and Business Policy 1
Chapter 1 Basic Concepts in Strategic Management 1
Chapter 2 Corporate Governance 34
Chapter 3 Ethics and Social Responsibility in Strategic Management 55
PART TWO Scanning the Environment 71
Chapter 4 Environmental Scanning and Industry Analysis 71
Chapter 5 Internal Scanning: Organizational Analysis 104
PART THREE Strategy Formulation 137
Chapter 6 Strategy Formulation: Situation Analysis and Business Strategy 137
Chapter 7 Strategy Formulation: Corporate Strategy 163
Chapter 8 Strategy Formulation: Functional Strategy and Strategic Choice 188
PART FOUR Strategy Implementation and Control 213
Chapter 9 Strategy Implementation: Organizing for Action 213
Chapter 10 Strategy Implementation: Staffing and Directing 238
Chapter 11 Evaluation and Control 261
PART FIVE Other Strategic Issues 291
Chapter 12 Strategic Issues in Managing Technology and Innovation 291
Chapter 13 Strategic Issues in Entrepreneurial Ventures and Small Businesses 316
Chapter 14 Strategic Issues in Not For Profit Organizations 338
PART SIX Introduction to Case Analysis 353
Chapter 15 Suggestions for Case Analysis 353
vii
Contents
Preface xix
PART ONE Introduction to Strategic Management and Business Policy 1
Chapter 1 Basic Concepts in Strategic Management 1
1.1 The Study of Strategic Management 3
Phases of Strategic Management 3
Benefits of Strategic Management 5
1.2 Globalization and Electronic Commerce: Challenges to Strategic Management 6
Impact of Globalization 6
W% Global Issue: Regional Trade Associations Replace National Trade Barriers 7
Electronic Commerce 7
1.3 Theories of Organizational Adaptation 8
1.4 Creating a Learning Organization 9
1.5 Basic Model of Strategic Management 10
Environmental Scanning 10
Strategy Formulation 12
Strategy Highlight 1.1: Do You Have a Good Mission Statement? 13
Strategy Implementation 16
Evaluation and Control 17
Feedback/Learning Process 18
1.6 Initiation of Strategy: Triggering Events 18
Strategy Highlight 1.2: Triggering Event at Sun Microsystems 19
1.7 Strategic Decision Making 20
What Makes a Decision Strategic'.' 20
Mintzberg's Modes of Strategic Decision Making 20
Strategic Decision Making Process: Aid to Better Decisions 21
1.8 The Strategic Audit: Aid to Strategic Decision Making 23
1.9 Conclusion 24
Appendix 1.A Strategic Audit of a Corporation 26
Chapter 2 Corporate Governance 34
2.1 Role of the Board of Directors 36
Responsibilities of the Board 36
Members of a Board of Directors 39 ix
Strategy Highlight 2.1: Agency Theory Versus Stewardship Theory in Corporate
Governance 41
(^ Global Issue: POSCO Adds an International Director 42
Nomination and Election of Board Members 44
Organization of the Board 44
Impact of the Sarbanes Oxley Act on U.S. Corporate Governance 46
Trends in Corporate Governance 47
2.2 The Role of Top Management 48
Responsibilities of Top Management 48
Strategy Highlight 2.2: CEO Hubris at Disney? 51
2.3 Conclusion 52
Chapter 3 Ethics and Social Responsibility in Strategic Management 55
3.1 Social Responsibilities of Strategic Decision Makers 56
Responsibilities of a Business Firm 57
Corporate Stakeholders 59
3.2 Ethical Decision Making 61
Strategy Highlight 3.1: The Johnson Johnson Credo 62
Some Reasons for Unethical Behavior 62
Strategy Highlight 3.2: Unethical Practices at Enron and WorldCom Exposed
byWhistle Blowers 63
^ Global Issue: How Rule Based and Relationship Based Governance Systems Affect
Ethical Behavior 64
Encouraging Ethical Behavior 66
3.3 Conclusion 68
PART ENDING VIDEO CASE: Newbury Comics, Inc. 70
PART TWO Scanning the Environment 71
Chapter 4 Environmental Scanning and Industry Analysis 71
4.1 Environmental Scanning 73
Identifying External Environmental Variables 73
*} Global Issue: Identifying Potential Markets in Developing Nations 79
Identifying External Strategic Factors 81
4.2 Industry Analysis: Analyzing the Task Environment 82
Porter's Approach to Industry Analysis 82
Industry Evolution 86
Categorizing International Industries 87
International Risk Assessment 87
Strategic Groups 88
Strategic Types 88
Hypercompetition 89
Strategy Highlight 4.1: Microsoft in a Hypercompetitive Industry 90
Using Key Success Factors to Create an Industry Matrix 91
4.3 Competitive Intelligence 92
Sources of Competitive Intelligence 93
Strategy Highlight 4.2: Evaluating Competitive Intelligence 94
Monitoring Competitors for Strategic Planning 94
4.4 Forecasting 95
Danger of Assumptions 95
Using Forecasting Techniques 96
4.5 The Strategic Audit: A Checklist for Environmental Scanning 97
4.6 Synthesis of External Factors—EFAS 97
4.7 Conclusion 99
Appendix 4.A Competitive Analysis Techniques 101
Chapter 5 Internal Scanning: Organizational Analysis 104
5.1 A Resource Based Approach to Organizational Analysis 106
Core and Distinctive Competencies 106
Using Resources to Gain Competitive Advantage 107
Determining the Sustainability of an Advantage 108
5.2 Business Models 110
5.3 Value Chain Analysis 111
Industry Value Chain Analysis 112
Corporate Value Chain Analysis 113
5.4 Scanning Functional Resources and Capabilities 114
Basic Organizational Structures 114
Corporate Culture: The Company Way 116
*, Global Issue: Managing Corporate Culture for Global Competitive Advantage:
ABB Versus Matsushita 117
Strategic Marketing Issues 117
Strategic Financial Issues 119
Strategic Research and Development (R D) Issues 120
Strategy Highlight 5.1: AProblem of Technology Transfer at Xerox Corporation 121
Strategic Operations Issues 123
Strategic Human Resource Management (HRM) Issues 125
Strategic Information Systems/Technology Issues 127
5.5 The Strategic Audit: A Checklist for Organizational Analysis 129
5.6 Synthesis of Internal Factors 129
5.7 Conclusion 131
PART ENDING VIDEO CASE: Newbury Comics, Inc. 134
PART THREE Strategy Formulation 137
Chapter 6 Strategy Formulation: Situation Analysis and Business Strategy 137
6.1 Situational Analysis: SWOT Analysis 138
Generating a Strategic Factors Analysis Summary (SFAS) Matrix 139
Finding a Propitious Niche 142
%} Global Issue: SAB Defends Its Propitious Niche 143
6.2 Review of Mission and Objectives 143
6.3 Generating Alternative Strategies by Using a TOWS Matrix 144
6.4 Business Strategies 145
Porter's Competitive Strategies 145
Strategy Highlight 6.1: Grim Reaper Uses Focused Differentiation Strategy 149
Cooperative Strategies 156
6.5 Conclusion 161
Chapter 7 Strategy Formulation: Corporate Strategy 163
7.1 Corporate Strategy 164
7.2 Directional Strategy 165
Growth Strategies 165
Strategy Highlight 7.1: Transaction Cost Economics Analyzes Vertical
Growth Strategy 168
Strategy Highlight 7.2: Screening Criteria for Concentric Diversification 171
International Entry Options 171
Q Global Issue: Wal Mart Looks to International Markets for Growth 172
Controversies in Directional Growth Strategies 174
Stability Strategies 175
Retrenchment Strategies 176
Strategy Highlight 7.3: Turnaround Strategy at IBM 177
7.3 Portfolio Analysis 179
BCG Growth Share Matrix 179
GE Business Screen 181
Advantages and Limitations of Portfolio Analysis 182
7.4 Corporate Parenting 183
Developing a Corporate Parenting Strategy 184
Horizontal Strategy and Multipoint Competition 185
7.5 Conclusion 185
Chapter 8 Strategy Formulation: Functional Strategy and Strategic Choice 188
8.1 Functional Strategy 189
Marketing Strategy 190
Financial Strategy 191
Research and Development (R D) Strategy 192
Operations Strategy 193
%} Global Issue: International Differences Alter Whirlpool's Operations Strategy 194
Purchasing Strategy 195
Logistics Strategy 196
Strategy Highlight 8.1: Staples Uses Internet to Replenish Inventory from 3M 197
Human Resource Management (HRM) Strategy 197
Information Technology Strategy 198
8.2 The Sourcing Decision: Location of Functions 198
8.3 Strategies to Avoid 201
8.4 Strategic Choice: Selecting of the Best Strategy 201
Constructing Corporate Scenarios 202
Process of Strategic Choice 207
8.5 Developing Policies 208
8.6 Conclusion 209
PART ENDING VIDEO CASE: Newbury Comics, Inc. 212
Strategy Implementation and Control 213
Chapter 9 Strategy Implementation: Organizing for Action 213
9.1 Strategy Implementation 214
9.2 Who Implements Strategy? 215
9.3 What Must Be Done? 216
Developing Programs, Budgets, and Procedures 216
Achieving Synergy 218
9.4 How Is Strategy to Be Implemented? Organizing for Action 219
Structure Follows Strategy 219
Stages of Corporate Development 220
Strategy Highlight 9.1: The Founder of the Modem Blocks Transition to Stage II 224
Organizational Life Cycle 224
Advanced Types of Organizational Structures 226
Reengineering and Strategy Implementation 229
Six Sigma 230
Designing Jobs to Implement Strategy 231
Strategy Highlight 9.2: Designing Jobs with the Job Characteristics Model 232
9.5 International Issues in Strategy Implementation 232
(Q Global Issue: Multiple Headquarters: A Sixth Stage of International Development? 234
9.6 Conclusion 236
Chapter 10 Strategy Implementation: Staffing and Directing 238
10.1 Staffing 240 '
Staffing Follows Strategy 240
Selection and Management Development 243
Strategy Highlight 10.1: How Hewlett Packard Identifies Potential Executives 244
Problems in Retrenchment 245
International Issues in Staffing 246
10.2 Leading 248
Managing Corporate Culture 248
Strategy Highlight 10.2: Admiral Assimilates Maytag's Culture 252
Action Planning 253
Management By Objectives 254
Total Quality Management 255
International Considerations in Leading 256
•rj Global Issue: Cultural Differences Create Implementation Problems in Merger 258
10.3 Conclusion 258
Chapter 11 Evaluation and Control 261
11.1 Evaluation and Control in Strategic Management 263
11.2 Measuring Performance 263
Appropriate Measures 263
Types of Controls 265
Activity Based Costing 266
Enterprise Risk Management 267
Primary Measures of Corporate Performance 267
Strategy Highlight 11.1: Eyeballs and MUUs: Questionable Performance Measures 269
Primary Measures of Divisional and Functional Performance 273
International Measurement Issues 276
^ Global Issue: Piracy: 15% 20% of China's Goods Are Counterfeit 277
11.3 Strategic Information Systems 278
Enterprise Resource Planning (ERP) 278
Divisional and Functional IS Support 279
11.4 Problems in Measuring Performance 279
Short Term Orientation 279
Goal Displacement 280
11.5 Guidelines for Proper Control 282
Strategy Highlight 11.2: Some Rules of Thumb in Strategy 282
11.6 Strategic Incentive Management 283
11.7 Conclusion 285
PART ENDING VIDEO CASE: Newbury Comics, Inc. 288
PART FIVE Other Strategic Issues 291
Chapter 12 Strategic Issues in Managing Technology and Innovation 291
12.1 The Role of Management 293
Strategy Highlight 12.1: Examples of Innovation Emphasis in Mission Statements 294
12.2 Environmental Scanning 295
External Scanning 295
Internal Scanning 298
12.3 Strategy Formulation 299
Product Versus Process R D 299
Technology Sourcing 300
Importance of Technological Competence 302
*} Global Issue: Use of Intellectual Property at Huawei Technologies 302
Categories of Innovation 303
Product Portfolio 305
12.4 Strategy Implementation 305
Developing an Innovative Entrepreneurial Culture 305
Organizing for Innovation: Corporate Entrepreneurship 306
Strategy Highlight 12.2: How Not to Develop an Innovative Organization 309
12.5 Evaluation and Control 309
Evaluation and Control Techniques 309
Evaluation and Control Measures 311
12.6 Conclusion 312
Chapter 13 Strategic Issues in Entrepreneurial Ventures and Small Businesses 316
13.1 Importance of Small Business and Entrepreneurial Ventures 317
¦\$) Global Issue: Entrepreneurship: Some Countries Are More Supportive
Than Others 318
Definition of Small Business Finns and Entrepreneurial Ventures 319
The Entrepreneur as a Strategist 319
13.2 Use of Strategic Planning and Strategic Management 319
Degree of Formality 320
Usefulness of the Strategic Management Model 320
Usefulness of the Strategic Decision Making Process 320
13.3 Issues in Corporate Governance 324
Boards of Directors and Advisory Boards 324
Impact of the Sarbanes Oxley Act 324
13.4 Issues in Environmental Scanning and Strategy Formulation 325
Sources of Innovation 326
Factors Affecting a New Venture's Success 327
Strategy Highlight 13.1: Suggestions for Locating an Opportunity and Formulating a
Business Strategy 329
13.5 Issues in Strategy Implementation 330
Substages of Small Business Development 330
Transfer of Power and Wealth in Family Businesses 332
13.6 Issues in Evaluation and Control 334
13.7 Conclusion 335
Chapter 14 Strategic Issues in Not For Profit Organizations 338
14.1 Why Not For Profit? 340
4y Global Issue: Which Is Best for Society: Business or Not For Profit? 341
14.2 Importance of Revenue Source 341
Sources of Not For Profit Revenue 342
Patterns of Influence on Strategic Decision Making 343
Usefulness of Strategic Management Concepts and Techniques 343
14.3 Impact of Constraints on Strategic Management 344
Impact on Strategy Formulation 345
Impact of Strategy Implementation 346
Impact on Evaluation and Control 346
14.4 Not for Profit Strategies 347
Strategic Piggybacking 348
Strategy Highlight 14.1: Resources Needed for Successful Strategic
Piggybacking 349
Mergers 349
Strategic Alliances 349
14.5 Conclusion 350
PART SIX Introduction to Case Analysis 353
Chapter 15 Suggestions for Case Analysis 353
15.1 The Case Method 355
15.2 Researching the Case Situation 355
15.3 Financial Analysis: A Place to Begin 356
Analyzing Financial Statements 356
"*» Global Issue: Financial Statements of Multinational Corporations: Not Always What
They Seem 359
Common Size Statements 359
Z Value, Index of Sustainable Growth, and Free Cash Flow 360
Useful Economic Measures 360
15.4 Format for Case Analysis: The Strategic Audit 361
15.5 Conclusion 363
Appendix 15.A Resources for Case Research 365
Appendix 15.B Suggested Case Analysis Methodology Using the Strategic Audit 368
Appendix 15.C Example of a Student Written Strategic Audit 371
Endnotes 376
Glossary G l
Name Index 1 1
Subject Index 1 17 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Wheelen, Thomas L. 1935-2011 Hunger, J. David 1941-2014 |
| author_GND | (DE-588)141563990 (DE-588)170544133 |
| author_facet | Wheelen, Thomas L. 1935-2011 Hunger, J. David 1941-2014 |
| author_role | aut aut |
| author_sort | Wheelen, Thomas L. 1935-2011 |
| author_variant | t l w tl tlw j d h jd jdh |
| building | Verbundindex |
| bvnumber | BV021625786 |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.28 |
| callnumber-search | HD30.28 |
| callnumber-sort | HD 230.28 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 320 |
| ctrlnum | (OCoLC)60589172 (DE-599)BVBBV021625786 |
| dewey-full | 658.4/012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 10. ed. |
| format | Book |
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| genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV021625786 |
| illustrated | Illustrated |
| index_date | 2024-07-02T14:55:10Z |
| indexdate | 2024-07-09T20:40:13Z |
| institution | BVB |
| isbn | 0131494619 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014840771 |
| oclc_num | 60589172 |
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| owner | DE-573 |
| owner_facet | DE-573 |
| physical | Getr. Zählung Ill., graph. Darst. |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | Prentice Hall |
| record_format | marc |
| spelling | Wheelen, Thomas L. 1935-2011 Verfasser (DE-588)141563990 aut Strategic management and business policy concepts Thomas L. Wheelen ; J. David Hunger 10. ed. Upper Saddle River, NJ Prentice Hall 2006 Getr. Zählung Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Ab der 12. Aufl. u.d.T.: Wheelen, Thomas L.: Concepts in strategic management and business policyLiteraturverz. S.376-405 Strategic planning Unternehmen (DE-588)4061963-1 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Fallstudie (DE-588)4124897-1 gnd rswk-swf Unternehmenspolitik (DE-588)4078610-9 gnd rswk-swf Unternehmensleitung (DE-588)4233771-9 gnd rswk-swf Nachhaltigkeit (DE-588)4326464-5 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s Unternehmenspolitik (DE-588)4078610-9 s Nachhaltigkeit (DE-588)4326464-5 s Strategische Planung (DE-588)4309237-8 s Fallstudie (DE-588)4124897-1 s 1\p DE-604 Unternehmensplanung (DE-588)4078609-2 s 2\p DE-604 Unternehmensleitung (DE-588)4233771-9 s 3\p DE-604 Unternehmen (DE-588)4061963-1 s 4\p DE-604 Hunger, J. David 1941-2014 Verfasser (DE-588)170544133 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014840771&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 |
| spellingShingle | Wheelen, Thomas L. 1935-2011 Hunger, J. David 1941-2014 Strategic management and business policy concepts Strategic planning Unternehmen (DE-588)4061963-1 gnd Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Fallstudie (DE-588)4124897-1 gnd Unternehmenspolitik (DE-588)4078610-9 gnd Unternehmensleitung (DE-588)4233771-9 gnd Nachhaltigkeit (DE-588)4326464-5 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4309237-8 (DE-588)4078609-2 (DE-588)4124897-1 (DE-588)4078610-9 (DE-588)4233771-9 (DE-588)4326464-5 (DE-588)4124261-0 (DE-588)4522595-3 |
| title | Strategic management and business policy concepts |
| title_auth | Strategic management and business policy concepts |
| title_exact_search | Strategic management and business policy concepts |
| title_exact_search_txtP | Strategic management and business policy concepts |
| title_full | Strategic management and business policy concepts Thomas L. Wheelen ; J. David Hunger |
| title_fullStr | Strategic management and business policy concepts Thomas L. Wheelen ; J. David Hunger |
| title_full_unstemmed | Strategic management and business policy concepts Thomas L. Wheelen ; J. David Hunger |
| title_short | Strategic management and business policy |
| title_sort | strategic management and business policy concepts |
| title_sub | concepts |
| topic | Strategic planning Unternehmen (DE-588)4061963-1 gnd Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Fallstudie (DE-588)4124897-1 gnd Unternehmenspolitik (DE-588)4078610-9 gnd Unternehmensleitung (DE-588)4233771-9 gnd Nachhaltigkeit (DE-588)4326464-5 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Unternehmen Strategische Planung Unternehmensplanung Fallstudie Unternehmenspolitik Unternehmensleitung Nachhaltigkeit Strategisches Management Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014840771&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT wheelenthomasl strategicmanagementandbusinesspolicyconcepts AT hungerjdavid strategicmanagementandbusinesspolicyconcepts |