Corporate strategy:
Gespeichert in:
| Späterer Titel: | Lynch, Richard L. Strategic management |
|---|---|
| 1. Verfasser: | |
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Pearson Education
2006
|
| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 5. Aufl. u.d.T.: Strategic management |
| Beschreibung: | XXXII, 830 S. Ill., graph. Darst. 1 CD-ROM (12 cm) |
| ISBN: | 9780273701781 0273701789 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804135562758586368 |
|---|---|
| adam_text | About this book xv
How to use this book xx
Guided tour of the book xxii
Guided tour of companion website xxv
Guide to the main focus of case studies xxvi
Acknowledgements xxviii
Publisher s acknowledgements xxxi
Part 1 INTRODUCTION 1
1 Corporate strategy 2
2 A review of theory and practice 32
Part 2 ANALYSIS OF THE ENVIRONMENT 75
3 Analysing the environment the basics 76
4 Analysing markets, competition and co operation 114
5 Developing customer driven strategy 154
Part 3 ANALYSIS OF RESOURCES 189
6 Analysing resources the basics 190
7 Analysing human resources 238
8 Analysing financial resources 272
9 Analysing operations resources 307
Part 4 THE PURPOSE OF THE ORGANISATION 339
10 Purpose shaped by vision, leadership and ethics 340
11 Purpose emerging from knowledge, technology and innovation 375
12 Purpose delivered through corporate and business objectives 410
Part 5 DEVELOPING THE STRATEGY 445
13 Developing strategic options the prescriptive process 446
14 Strategy evaluation and development the prescriptive process 488
15 Finding the route forward emergent and prescriptive approaches 529
16 Organisational structure and style and people issues 573
Part 6 THE IMPLEMENTATION PROCESS 609
17 Resource allocation, strategic planning and control 610
18 Government, public sector and not for profit strategies 643
19 International expansion and globalisation strategy 679
20 Strategy dynamics and entrepreneurial strategy 723
21 Managing strategic change 749
22 Building a cohesive corporate strategy 787
Glossary 805
Indexes 815
uii
About this book xv
How to use this book xx
Guided tour of the book xxii
Guided tour of companion website xxv
Guide to the main focus of case studies xxvi
Acknowledgements xxviii
Publisher s acknowledgements xxxi
Parti
INTRODUCTION
Chapter 1
Corporate strategy 2
Introduction 2
Case study 1.1 3
1.1 What is corporate strategy? 5
Case study 1.2 10
1.2 Core areas of corporate strategy 13
1.3 Process, content and context 15
1.4 Process: linking the three core areas 16
1.5 What makes good strategy? 20
1.6 Strategy development in public and
non profit organisations 21
1.7 International dimensions in corporate
strategy 23
Case study 1.3 23
Critical reflection 28
Summary 29
Questions 29
Further reading 30
Notes and references 30
Chapter 2
A review of theory and practice 32
Introduction 32
Case study 2.1 33
2.1 Historical context of strategy 34
Case study 2.2 37
2.2 Prescriptive corporate strategy in practice 38
Case study 2.3 42
2.3 Emergent corporate strategy in practice 43
Case study 2.4 47
2.4 Some prescriptive theories of corporate
strategy 48
Case study 2.5 55
2.5 Some emergent theories of corporate
strategy 56
2.6 Strategy as history the contributions
of Penrose and Chandler 62
Case study 2.6 63
Critical reflection 68
Summary 68
Questions 70
Further reading 70
Notes and references 71
Part 2
ANALYSIS OF THE ENVIRONMENT
Chapter 3
Analysing the environment basics 76
Introduction 76
Case study 3.1 77
3.1 Exploring the competitive environment 78
3.2 Strategic environment the basics 81
3.3 Degree of turbulence in the environment 82
3.4 Analysing the general environment 83
Case study 3.2 86
3.5 Analysing the stages of market growth 87
Case study 3.3 90
3.6 Key factors for success in an industry 92
3.7 Analysing the competitive industry
environment the contribution of Porter 93
3.8 Analysing the co operative environment 99
3.9 Analysing one or more immediate
competitors in depth 103
3.10 Analysing the customer and market
segmentation 104
3.11 Conclusions 106
Case study 3.4 107
Critical reflection 111
Summary 111
Questions 112
Further reading 112
Notes and references 113
Chapter 4
Analysing markets, competition
and co operation 114
Introduction 114
Case study 4.1 115
4.1 Sustainable competitive advantage 117
4.2 Dynamics of competitive advantage 121
Case study 4.2 122
4.3 The nature and intensity of competition
in an industry 123
4.4 Aggressive competitive strategies 125
4.5 Analysing an organisation s portfolio of
competing products and services 130
Case study 4.3 134
4.6 Developing co operation strategies 136
4.7 Distributor analysis 139
4.8 Analysing the role of government 140
4.9 Analysing international competitors
and co operators 143
Case study 4.4 144
Critical reflection 149
Summary 149
Questions 150
Further reading 151
Notes and references 151
Chapter 5
Developing customer driven
strategy 154
Introduction 154
Case study 5.1 155
5.1 Customers and customer driven strategy
the contribution of Theodore Levitt 158
5.2 Customer profiling and sustainable
competitive advantage 161
5.3 Market segmentation ¦) 65
Case study 5.2 157
5.4 Competitive positioning | 69
5.5 Strategy implications: analysing branding
and reputation I70
5.6 Strategy implications: communicating with
customers and stakeholders 172
5.7 Strategy implications: strategic pricing
and value for money 174
5.8 International customer considerations 179
Case study 5.3 ¦) gg
Critical reflection •] g3
Summary 1g4
Questions ^gg
Further reading ^gg
Notes and references 186
x
Part 3
ANALYSIS OF RESOURCES
Chapter 6
Analysing resources basics 190
Introduction 190
Case study 6.1 191
6.1 Prescriptive and emergent approaches to
resource issues 193
6.2 Key factors for success in an industry 194
6.3 Analysing the resources of an individual
organisation 197
Case study 6.2 199
6.4 Resource analysis and adding value 201
6.5 Adding competitive value: the value chain
and the value system the contribution
of Porter 202
6.6 Resource analysis and economic rent the
contribution of David Ricardo 208
Case study 6.3 212
6.7 Resource analysis and competitive
advantage the resource based view 215
6.8 Identifying which resources deliver
sustainable competitive advantage 222
6.9 Resource analysis improving competitive
advantage 228
Case study 6.4 231
Critical reflection 233
Summary 233
Questions 234
Further reading 235
Notes and references 235
Chapter 7
Analysing human resources 238
Introduction 238
Case study 7.1 239
7.1 Human resource analysis and corporate
strategy 242
7.2 Human resource audit 243
7.3 Analysis of organisational culture 245
Case study 7.2 252
7.4 Analysis of strategic change in
organisations 255
7.5 Analysis of politics, power and strategic
change 260
7.6 International cultural perspectives 262
Case study 7.3 264
Case study 7.4 265
Critical reflection 268
Summary 268
Questions 269
Further reading 269
Notes and references 270
Chapter 8
Analysing financial resources 272
Introduction 272
Case study 8.1 273
8.1 Analysing the sources of finance 275
8.2 Cost of capital and the optimal capital
structure 281
Case study 8.2 284
8.3 Financial appraisal of strategy proposals 286
8.4 Financial management and added value:
maximising shareholder wealth 290
8.5 Relationship between financial and
corporate objectives 293
Case study 8.3 294
8.6 International aspects of financial resources 296
Case study 8.4 298
Critical reflection 302
Summary 302
Questions 303
Appendix 1: Checklist of the main financial
ratios 304
Appendix 2: Corporate strategy becomes
a legal requirement for British companies 305
Further reading 305
Notes and references 305
Chapter 9
Analysing operations resources 307
Introduction 307
Case study 9.1 308
9.1 Operations and corporate strategy 310
9.2 Analysis of the operations environment 311
Case study 9.2 315
9.3 The role of operations in adding value
and achieving sustainable competitive
advantage 318
9.4 Operations activities and corporate
strategy 322
Case study 9.3 328
9.5 Service operations strategy 330
Critical reflection 332
Summary 333
Questions 334
Further reading 334
Notes and references 335
Part 4
THE PURPOSE OF THE ORGANISATION
Chapter 10
Purpose shaped by vision,
leadership and ethics 340
Introduction 340
Case study 10.1 341
10.1 Shaping the purpose of the organisation 342
Case study 10.2 348
10.2 Developing a strategic vision for the future 351
Case study 10.3 354
10.3 Purpose and the role of leadership 355
Case study 10.4 360
10.4 Corporate governance and the purpose
of the organisation 362
10.5 Purpose shaped by ethics and corporate
social responsibility 367
Critical reflection 371
Summary 371
Questions 372
Further reading 373
Notes and references 373
Chapter 11
Purpose emerging from knowledge,
technology and innovation 375
Introduction 375
Case study 11.1 376
11.1 The nature of knowledge 377
Case study 11.2 382
11.2 Knowledge creation and purpose 384
Case study 11.3 389
11.3 Using technology to develop purpose and
competitive advantage 389
Case study 11.4 394
11.4 Innovation and purpose 396
Case study 11.5 399
11.5 How to innovate: the ideas process 401
Critical reflection 406
Summary 406
Questions 407
Further reading 407
Notes and references 408
Chapter 12
Purpose delivered through
corporate and business objectives 410
Introduction 410
Case study 12.1 411
12.1 Clarifying the purpose of the organisation 413
12.2 Corporate purpose and corporate level
strategy 416
12.3 Stakeholder analysis 419
Case study 12.2 423
12.4 Developing the mission 425
12.5 Developing the objectives 429
Case study 12.3 431
12.6 Quality objectives and strategic purpose 434
12.7 Emergent strategy perspectives 436
12.8 Stakeholder power around the world and
its influence on mission and objectives 437
Critical reflection 438
Summary 439
Questions 440
Further reading 441
Notes and references 441
Part5
DEVELOPING THE STRATEGY
Chapter 13
Developing strategic options:
the prescriptive process 446
Introduction 446
Case study 13.1 448
13.1 Purpose and the SWOT analysis the
contribution of Andrews 450
13.2 Environment based options: generic
strategies the contribution of Porter 451
Case study 13.2 456
Case study 13.3 458
13.3 Environment based strategic options:
the market options matrix 461
13.4 Environment based strategic options:
the expansion method matrix 466
Case study 13.4 469
13.5 Resource based strategic options:
the value chain 473
13.6 Resource based strategic options:
the resource based view 476
13.7 Resource based strategic options:
cost reduction 478
13.8 Resource based options in some special
types of organisation 483
Critical reflection 484
Summary 434
xii
Questions 486
Further reading 486
Notes and references 486
Chapter 14
Strategy evaluation and development:
the prescriptive process 488
Introduction 488
Case study 14.1 489
14.1 Prescriptive strategy content: evaluation
against six criteria 493
Case study 14.2 498
14.2 Prescriptive strategy content: procedures
and techniques 500
14.3 Applying empirical evidence and guidelines 507
Case study 14.3 511
14.4 The classic prescriptive model of corporate
strategy: exploring the process 514
14.5 International corporate strategy selection 518
Case study 14.4 519
Critical reflection 524
Summary 524
Questions 525
Appendix 526
Further reading 527
Notes and references 527
Chapter 15
Finding the strategic route forward:
emergent and prescriptive
approaches 529
Introduction 529
Case study 15.1 530
15.1 The importance of strategy context 531
Case study 15.2 534
15.2 The survival based strategic route
forward 537
15.3 The uncertainty based strategic route
forward 540
Case study 15.3 543
15.4 The network based strategic route
forward 546
15.5 The game theory based route forward 550
15.6 The learning based strategic route
forward 554
15.7 International considerations 561
Case study 15.4 563
Critical reflection 567
Summary 567
Questions 568
Appendix 569
Further reading 570
Notes and references 570
Chapter 16
Organisational structure, style and
people issues 573
Introduction 573
Case study 16.1 574
16.1 Strategy before structure? 576
16.2 Building the organisation s structure:
basic principles 581
16.3 The choice of management style and
culture 586
16.4 Types of organisational structure 589
Case study 16.2 595
16.5 Organisational structures for innovation 597
16.6 Motivation and staffing in strategy
implementation 599
16.7 Strategy and structure in international
organisations the role of headquarters 601
Case study 16.3 602
Critical reflection 604
Summary 604
Questions 606
Further reading 606
Notes and references 606
Part6
THE IMPLEMENTATION PROCESS
Chapter 17
Resource allocation, strategic planning
and control 610
Introduction 610
Case study 17.1 611
17.1 The implementation process 613
17.2 Relationship between implementation and
the strategy development process 615
Case study 17.2 622
17.3 Objectives, task setting and communicating
the strategy 625
17.4 Resource allocation 628
Case study 17.3 630
17.5 Strategic planning 632
17.6 Information, monitoring and control 637
17.7 Implementation of international strategy 639
Critical reflection 639
Summary 639
Questions 641
Further reading 641
Notes and references 642
Chapter 18
Government, public sector and
not for profit strategies 643
Introduction 643
Case study 18.1 645
18.1 Analysing the strategic environment in
public sector strategy 647
18.2 Analysing resources in the public and
not for profit sectors 653
Case study 18.2 658
18.3 Exploring the purpose of public and
not for profit organisations 661
18.4 Context, content and process in public
sector strategy 663
18.5 Implementation in public sector strategy 666
Case study 18.3 668
Critical reflection 673
Summary 673
Questions 675
Acknowledgements 676
Further reading 676
Notes and references 676
Chapter 19
International expansion and
globalisation strategies 679
Introduction 679
Case study 19.1 680
19.1 International expansion and globalisation:
their meaning and importance 681
Case study 19.2 687
19.2 World trade and the international expansion
strategies of companies 689
19.3 Influence of institutions involved in
international trade 694
Case study 19.3 697
19.4 International and global expansion
strategies: the company perspective 701
19.5 International and global expansion
strategies: organisation structures 708
19.6 Developing international relationships
such as alliances and joint ventures 711
Case study 19.4 715
Critical reflection 718
Summary 719
Questions 720
Further reading 720
Notes and references 721
Chapter 20
The dynamics of strategy development
and entrepreneurial growth 723
Introduction 723
Case study 20.1 724
20.1 The dynamics of purpose 726
20.2 The dynamics of resource development 727
20.3 The dynamics of environmental
development 732
Case study 20.2 736
20.4 The dynamics of fast moving markets 738
Case study 20.3 741
20.5 The dynamics of entrepreneurial activity 743
Critical reflection 745
Summary 745
Questions 747
Further reading 747
Notes and references 747
Chapter 21
Managing strategic change 749
Introduction 749
Case study 21.1 750
21.1 The basic concept of strategic change 752
21.2 Analysing the causes of strategic change 757
Case study 21.2 758
21.3 Prescriptive approaches to managing
strategic change 762
Case study 21.3 766
21.4 Emergent approaches to managing change 767
21.5 Developing a strategic change programme 772
Case study 21.4 777
Critical reflection 783
Summary 784
Questions 785
Further reading 786
Notes and references 786
Chapter 22
Building a cohesive corporate
strategy 787
Introduction 787
Case study 22.1 788
22.1 Cohesion in prescriptive and emergent
processes 790
22.2 Combining the elements of corporate
strategy: the Seven S Framework 791
22.3 Longer term strategy issues 797
Case study 22.2 800
Critical reflection 802
Summary 802
Questions 803
Further reading 803
Notes and references 803
Glossary 805
Name index 815
Subject index 817
|
| adam_txt |
About this book xv
How to use this book xx
Guided tour of the book xxii
Guided tour of companion website xxv
Guide to the main focus of case studies xxvi
Acknowledgements xxviii
Publisher's acknowledgements xxxi
Part 1 INTRODUCTION 1
1 Corporate strategy 2
2 A review of theory and practice 32
Part 2 ANALYSIS OF THE ENVIRONMENT 75
3 Analysing the environment the basics 76
4 Analysing markets, competition and co operation 114
5 Developing customer driven strategy 154
Part 3 ANALYSIS OF RESOURCES 189
6 Analysing resources the basics 190
7 Analysing human resources 238
8 Analysing financial resources 272
9 Analysing operations resources 307
Part 4 THE PURPOSE OF THE ORGANISATION 339
10 Purpose shaped by vision, leadership and ethics 340
11 Purpose emerging from knowledge, technology and innovation 375
12 Purpose delivered through corporate and business objectives 410
Part 5 DEVELOPING THE STRATEGY 445
13 Developing strategic options the prescriptive process 446
14 Strategy evaluation and development the prescriptive process 488
15 Finding the route forward emergent and prescriptive approaches 529
16 Organisational structure and style and people issues 573
Part 6 THE IMPLEMENTATION PROCESS 609
17 Resource allocation, strategic planning and control 610
18 Government, public sector and not for profit strategies 643
19 International expansion and globalisation strategy 679
20 Strategy dynamics and entrepreneurial strategy 723
21 Managing strategic change 749
22 Building a cohesive corporate strategy 787
Glossary 805
Indexes 815
uii
About this book xv
How to use this book xx
Guided tour of the book xxii
Guided tour of companion website xxv
Guide to the main focus of case studies xxvi
Acknowledgements xxviii
Publisher's acknowledgements xxxi
Parti
INTRODUCTION
Chapter 1
Corporate strategy 2
Introduction 2
Case study 1.1 3
1.1 What is corporate strategy? 5
Case study 1.2 10
1.2 Core areas of corporate strategy 13
1.3 Process, content and context 15
1.4 Process: linking the three core areas 16
1.5 What makes 'good' strategy? 20
1.6 Strategy development in public and
non profit organisations 21
1.7 International dimensions in corporate
strategy 23
Case study 1.3 23
Critical reflection 28
Summary 29
Questions 29
Further reading 30
Notes and references 30
Chapter 2
A review of theory and practice 32
Introduction 32
Case study 2.1 33
2.1 Historical context of strategy 34
Case study 2.2 37
2.2 Prescriptive corporate strategy in practice 38
Case study 2.3 42
2.3 Emergent corporate strategy in practice 43
Case study 2.4 47
2.4 Some prescriptive theories of corporate
strategy 48
Case study 2.5 55
2.5 Some emergent theories of corporate
strategy 56
2.6 Strategy as history the contributions
of Penrose and Chandler 62
Case study 2.6 63
Critical reflection 68
Summary 68
Questions 70
Further reading 70
Notes and references 71
Part 2
ANALYSIS OF THE ENVIRONMENT
Chapter 3
Analysing the environment basics 76
Introduction 76
Case study 3.1 77
3.1 Exploring the competitive environment 78
3.2 Strategic environment the basics 81
3.3 Degree of turbulence in the environment 82
3.4 Analysing the general environment 83
Case study 3.2 86
3.5 Analysing the stages of market growth 87
Case study 3.3 90
3.6 Key factors for success in an industry 92
3.7 Analysing the competitive industry
environment the contribution of Porter 93
3.8 Analysing the co operative environment 99
3.9 Analysing one or more immediate
competitors in depth 103
3.10 Analysing the customer and market
segmentation 104
3.11 Conclusions 106
Case study 3.4 107
Critical reflection 111
Summary 111
Questions 112
Further reading 112
Notes and references 113
Chapter 4
Analysing markets, competition
and co operation 114
Introduction 114
Case study 4.1 115
4.1 Sustainable competitive advantage 117
4.2 Dynamics of competitive advantage 121
Case study 4.2 122
4.3 The nature and intensity of competition
in an industry 123
4.4 Aggressive competitive strategies 125
4.5 Analysing an organisation's portfolio of
competing products and services 130
Case study 4.3 134
4.6 Developing co operation strategies 136
4.7 Distributor analysis 139
4.8 Analysing the role of government 140
4.9 Analysing international competitors
and co operators 143
Case study 4.4 144
Critical reflection 149
Summary 149
Questions 150
Further reading 151
Notes and references 151
Chapter 5
Developing customer driven
strategy 154
Introduction 154
Case study 5.1 155
5.1 Customers and customer driven strategy
the contribution of Theodore Levitt 158
5.2 Customer profiling and sustainable
competitive advantage 161
5.3 Market segmentation ¦) 65
Case study 5.2 157
5.4 Competitive positioning | 69
5.5 Strategy implications: analysing branding
and reputation I70
5.6 Strategy implications: communicating with
customers and stakeholders 172
5.7 Strategy implications: strategic pricing
and value for money 174
5.8 International customer considerations 179
Case study 5.3 ¦) gg
Critical reflection •] g3
Summary 1g4
Questions ^gg
Further reading ^gg
Notes and references 186
x
Part 3
ANALYSIS OF RESOURCES
Chapter 6
Analysing resources basics 190
Introduction 190
Case study 6.1 191
6.1 Prescriptive and emergent approaches to
resource issues 193
6.2 Key factors for success in an industry 194
6.3 Analysing the resources of an individual
organisation 197
Case study 6.2 199
6.4 Resource analysis and adding value 201
6.5 Adding competitive value: the value chain
and the value system the contribution
of Porter 202
6.6 Resource analysis and economic rent the
contribution of David Ricardo 208
Case study 6.3 212
6.7 Resource analysis and competitive
advantage the resource based view 215
6.8 Identifying which resources deliver
sustainable competitive advantage 222
6.9 Resource analysis improving competitive
advantage 228
Case study 6.4 231
Critical reflection 233
Summary 233
Questions 234
Further reading 235
Notes and references 235
Chapter 7
Analysing human resources 238
Introduction 238
Case study 7.1 239
7.1 Human resource analysis and corporate
strategy 242
7.2 Human resource audit 243
7.3 Analysis of organisational culture 245
Case study 7.2 252
7.4 Analysis of strategic change in
organisations 255
7.5 Analysis of politics, power and strategic
change 260
7.6 International cultural perspectives 262
Case study 7.3 264
Case study 7.4 265
Critical reflection 268
Summary 268
Questions 269
Further reading 269
Notes and references 270
Chapter 8
Analysing financial resources 272
Introduction 272
Case study 8.1 273
8.1 Analysing the sources of finance 275
8.2 Cost of capital and the optimal capital
structure 281
Case study 8.2 284
8.3 Financial appraisal of strategy proposals 286
8.4 Financial management and added value:
maximising shareholder wealth 290
8.5 Relationship between financial and
corporate objectives 293
Case study 8.3 294
8.6 International aspects of financial resources 296
Case study 8.4 298
Critical reflection 302
Summary 302
Questions 303
Appendix 1: Checklist of the main financial
ratios 304
Appendix 2: Corporate strategy becomes
a legal requirement for British companies 305
Further reading 305
Notes and references 305
Chapter 9
Analysing operations resources 307
Introduction 307
Case study 9.1 308
9.1 Operations and corporate strategy 310
9.2 Analysis of the operations environment 311
Case study 9.2 315
9.3 The role of operations in adding value
and achieving sustainable competitive
advantage 318
9.4 Operations activities and corporate
strategy 322
Case study 9.3 328
9.5 Service operations strategy 330
Critical reflection 332
Summary 333
Questions 334
Further reading 334
Notes and references 335
Part 4
THE PURPOSE OF THE ORGANISATION
Chapter 10
Purpose shaped by vision,
leadership and ethics 340
Introduction 340
Case study 10.1 341
10.1 Shaping the purpose of the organisation 342
Case study 10.2 348
10.2 Developing a strategic vision for the future 351
Case study 10.3 354
10.3 Purpose and the role of leadership 355
Case study 10.4 360
10.4 Corporate governance and the purpose
of the organisation 362
10.5 Purpose shaped by ethics and corporate
social responsibility 367
Critical reflection 371
Summary 371
Questions 372
Further reading 373
Notes and references 373
Chapter 11
Purpose emerging from knowledge,
technology and innovation 375
Introduction 375
Case study 11.1 376
11.1 The nature of knowledge 377
Case study 11.2 382
11.2 Knowledge creation and purpose 384
Case study 11.3 389
11.3 Using technology to develop purpose and
competitive advantage 389
Case study 11.4 394
11.4 Innovation and purpose 396
Case study 11.5 399
11.5 How to innovate: the 'ideas' process 401
Critical reflection 406
Summary 406
Questions 407
Further reading 407
Notes and references 408
Chapter 12
Purpose delivered through
corporate and business objectives 410
Introduction 410
Case study 12.1 411
12.1 Clarifying the purpose of the organisation 413
12.2 Corporate purpose and corporate level
strategy 416
12.3 Stakeholder analysis 419
Case study 12.2 423
12.4 Developing the mission 425
12.5 Developing the objectives 429
Case study 12.3 431
12.6 Quality objectives and strategic purpose 434
12.7 Emergent strategy perspectives 436
12.8 Stakeholder power around the world and
its influence on mission and objectives 437
Critical reflection 438
Summary 439
Questions 440
Further reading 441
Notes and references 441
Part5
DEVELOPING THE STRATEGY
Chapter 13
Developing strategic options:
the prescriptive process 446
Introduction 446
Case study 13.1 448
13.1 Purpose and the SWOT analysis the
contribution of Andrews 450
13.2 Environment based options: generic
strategies the contribution of Porter 451
Case study 13.2 456
Case study 13.3 458
13.3 Environment based strategic options:
the market options matrix 461
13.4 Environment based strategic options:
the expansion method matrix 466
Case study 13.4 469
13.5 Resource based strategic options:
the value chain 473
13.6 Resource based strategic options:
the resource based view 476
13.7 Resource based strategic options:
cost reduction 478
13.8 Resource based options in some special
types of organisation 483
Critical reflection 484
Summary 434
xii
Questions 486
Further reading 486
Notes and references 486
Chapter 14
Strategy evaluation and development:
the prescriptive process 488
Introduction 488
Case study 14.1 489
14.1 Prescriptive strategy content: evaluation
against six criteria 493
Case study 14.2 498
14.2 Prescriptive strategy content: procedures
and techniques 500
14.3 Applying empirical evidence and guidelines 507
Case study 14.3 511
14.4 The classic prescriptive model of corporate
strategy: exploring the process 514
14.5 International corporate strategy selection 518
Case study 14.4 519
Critical reflection 524
Summary 524
Questions 525
Appendix 526
Further reading 527
Notes and references 527
Chapter 15
Finding the strategic route forward:
emergent and prescriptive
approaches 529
Introduction 529
Case study 15.1 530
15.1 The importance of strategy context 531
Case study 15.2 534
15.2 The survival based strategic route
forward 537
15.3 The uncertainty based strategic route
forward 540
Case study 15.3 543
15.4 The network based strategic route
forward 546
15.5 The game theory based route forward 550
15.6 The learning based strategic route
forward 554
15.7 International considerations 561
Case study 15.4 563
Critical reflection 567
Summary 567
Questions 568
Appendix 569
Further reading 570
Notes and references 570
Chapter 16
Organisational structure, style and
people issues 573
Introduction 573
Case study 16.1 574
16.1 Strategy before structure? 576
16.2 Building the organisation's structure:
basic principles 581
16.3 The choice of management style and
culture 586
16.4 Types of organisational structure 589
Case study 16.2 595
16.5 Organisational structures for innovation 597
16.6 Motivation and staffing in strategy
implementation 599
16.7 Strategy and structure in international
organisations the role of headquarters 601
Case study 16.3 602
Critical reflection 604
Summary 604
Questions 606
Further reading 606
Notes and references 606
Part6
THE IMPLEMENTATION PROCESS
Chapter 17
Resource allocation, strategic planning
and control 610
Introduction 610
Case study 17.1 611
17.1 The implementation process 613
17.2 Relationship between implementation and
the strategy development process 615
Case study 17.2 622
17.3 Objectives, task setting and communicating
the strategy 625
17.4 Resource allocation 628
Case study 17.3 630
17.5 Strategic planning 632
17.6 Information, monitoring and control 637
17.7 Implementation of international strategy 639
Critical reflection 639
Summary 639
Questions 641
Further reading 641
Notes and references 642
Chapter 18
Government, public sector and
not for profit strategies 643
Introduction 643
Case study 18.1 645
18.1 Analysing the strategic environment in
public sector strategy 647
18.2 Analysing resources in the public and
not for profit sectors 653
Case study 18.2 658
18.3 Exploring the purpose of public and
not for profit organisations 661
18.4 Context, content and process in public
sector strategy 663
18.5 Implementation in public sector strategy 666
Case study 18.3 668
Critical reflection 673
Summary 673
Questions 675
Acknowledgements 676
Further reading 676
Notes and references 676
Chapter 19
International expansion and
globalisation strategies 679
Introduction 679
Case study 19.1 680
19.1 International expansion and globalisation:
their meaning and importance 681
Case study 19.2 687
19.2 World trade and the international expansion
strategies of companies 689
19.3 Influence of institutions involved in
international trade 694
Case study 19.3 697
19.4 International and global expansion
strategies: the company perspective 701
19.5 International and global expansion
strategies: organisation structures 708
19.6 Developing international relationships
such as alliances and joint ventures 711
Case study 19.4 715
Critical reflection 718
Summary 719
Questions 720
Further reading 720
Notes and references 721
Chapter 20
The dynamics of strategy development
and entrepreneurial growth 723
Introduction 723
Case study 20.1 724
20.1 The dynamics of purpose 726
20.2 The dynamics of resource development 727
20.3 The dynamics of environmental
development 732
Case study 20.2 736
20.4 The dynamics of fast moving markets 738
Case study 20.3 741
20.5 The dynamics of entrepreneurial activity 743
Critical reflection 745
Summary 745
Questions 747
Further reading 747
Notes and references 747
Chapter 21
Managing strategic change 749
Introduction 749
Case study 21.1 750
21.1 The basic concept of strategic change 752
21.2 Analysing the causes of strategic change 757
Case study 21.2 758
21.3 Prescriptive approaches to managing
strategic change 762
Case study 21.3 766
21.4 Emergent approaches to managing change 767
21.5 Developing a strategic change programme 772
Case study 21.4 777
Critical reflection 783
Summary 784
Questions 785
Further reading 786
Notes and references 786
Chapter 22
Building a cohesive corporate
strategy 787
Introduction 787
Case study 22.1 788
22.1 Cohesion in prescriptive and emergent
processes 790
22.2 Combining the elements of corporate
strategy: the 'Seven S Framework' 791
22.3 Longer term strategy issues 797
Case study 22.2 800
Critical reflection 802
Summary 802
Questions 803
Further reading 803
Notes and references 803
Glossary 805
Name index 815
Subject index 817 |
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| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 4. ed. |
| format | Book |
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| id | DE-604.BV021720903 |
| illustrated | Illustrated |
| index_date | 2024-07-02T15:23:22Z |
| indexdate | 2024-07-09T20:42:29Z |
| institution | BVB |
| isbn | 9780273701781 0273701789 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014934574 |
| oclc_num | 634946863 |
| open_access_boolean | |
| owner | DE-Aug4 DE-2070s DE-188 |
| owner_facet | DE-Aug4 DE-2070s DE-188 |
| physical | XXXII, 830 S. Ill., graph. Darst. 1 CD-ROM (12 cm) |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | Pearson Education |
| record_format | marc |
| spelling | Lynch, Richard L. Verfasser aut Corporate strategy Richard Lynch 4. ed. Harlow [u.a.] Pearson Education 2006 XXXII, 830 S. Ill., graph. Darst. 1 CD-ROM (12 cm) txt rdacontent n rdamedia nc rdacarrier 5. Aufl. u.d.T.: Strategic management Business planning Strategic planning 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 Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s DE-604 Strategisches Management (DE-588)4124261-0 s DE-188 Später u.d.T. Lynch, Richard L. Strategic management (DE-604)BV035284655 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014934574&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Lynch, Richard L. Corporate strategy Business planning Strategic planning Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4309237-8 (DE-588)4078609-2 (DE-588)4124261-0 |
| title | Corporate strategy |
| title_auth | Corporate strategy |
| title_exact_search | Corporate strategy |
| title_exact_search_txtP | Corporate strategy |
| title_full | Corporate strategy Richard Lynch |
| title_fullStr | Corporate strategy Richard Lynch |
| title_full_unstemmed | Corporate strategy Richard Lynch |
| title_new | Lynch, Richard L. Strategic management |
| title_short | Corporate strategy |
| title_sort | corporate strategy |
| topic | Business planning Strategic planning Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Business planning Strategic planning Strategische Planung Unternehmensplanung Strategisches Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014934574&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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