Concepts in strategic management and business policy: toward global sustainability
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River [u.a.]
Pearson
2012
|
| Ausgabe: | 13. ed., internat. ed. |
| Schriftenreihe: | Always learning
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Bis zur 11. Aufl. u.d.T.: Wheelen, Thomas L.: Strategic management and business policy. - Literaturangaben |
| Beschreibung: | 437 S. Ill., graph. Darst. |
| ISBN: | 9780132570213 0132570211 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: Concepts in strategic management and business policy
Autor: Wheelen, Thomas L
Jahr: 2012
Preface 19
PART ONE Introduction to Strategic Management and Business Policy 25
CHAPTER 1 Basic Concepts of Strategic Management 26
1.1 The Study of Strategic Management 29
Phases of Strategic Management 29
Benefits of Strategic Management 30
1.2 Globalization and Environmental Sustainability: Challenges
to Strategic Management 31
Impact of Globalization 32
Impact of Environmental Sustainability 32
Global Issue: REGIONALTRADE ASSOCIATIONS REPLACE NATIONALTRADE BARRIERS 33
Environmental Sjstainahility Issue: PROJECTED EFFECTS OF CLIMATE CHANGE 36
1.3 Theories of Organizational Adaptation 36
1.4 Creating a Learning Organization 37
1.5 Basic Model of Strategic Management 38
Environmental Scanning 40
Strategy Formulation 41
Stniieiry Highlight 1.1 : DO YOU HAVE A GOOD MISSION STATEMENT? 42
Strategy Implementation 45
Evaluation and Control 46
Feedback/Learning Process 47
1.6 Initiation of Strategy: Triggering Events 47
Strategy Hidilidit 1.2: TRIGGERING EVENT AT UNILEVER 48
1.7 Strategic Decision Making 49
What Makes a Decision Strategic 49
Mintzberg s Modes of Strategic Decision Making 49
Strategic Decision-Making Process: Aid to Better Decisions 51
1.8 The Strategic Audit: Aid to Strategic Decision-Making 52
1.9 End of Chapter Summary 53
APPENDIX 1.A Strategic Audit of a Corporation 58
M CONTENTS
CHAPTER 2 Corporate Governance 66
2.1 Role of the Board of Directors 69
Responsibilities of the Board 69
Members of a Board of Directors 72
Siiak-a} HiL-hliiiht 2.1 : AGENCY THEORY VERSUS STEWARDSHIP THEORY
IN CORPORATE GOVERNANCE 74
Nomination and Election of Board Members 77
Organization of the Board 78
Impact of the Sarbanes-Oxley Act on U.S. Corporate Governance 79
Global Issue: CORPORATE GOVERNANCE IMPROVEMENTS THROUGHOUT THE WORLD 80
Trends in Corporate Governance 81
2.2 The Role of Top Management 82
Responsibilities of Top Management 82
Environmental Sustainahility Issue: CONFLICT AT THE BODY SHOP 83
2.3 End of Chapter Summary 86
CHAPTER 3 Social Responsibility and Ethics in Strategic Management 94
3.1 Social Responsibilities of Strategic Decision Makers 96
Responsibilities of a Business Firm 96
Sustainability: More than Environmental? 99
Corporate Stakeholders 99
llnvimnmcntal Susminability Issue: THE DOW JONES SUSTAINABILITY INDEX 100
Str;ue:: I liyhlidil 3. i : JOHNSON JOHNSON CREDO 102
3.2 Ethical Decision Making 103
Some Reasons for Unethical Behavior 103
Mr.iki:;. Hidilklu 3.2: UNETHICAL PRACTICES AT ENRON AND WORLDCOM EXPOSED
BY WHISTLE-BLOWERS 104
Global Issue: HOW RULE-BASED AND RELATIONSHIP-BASED GOVERNANCE SYSTEMS
AFFECT ETHICAL BEHAVIOR 105
Encouraging Ethical Behavior 107
3.3 End of Chapter Summary 110
Ending Case for Part One: BLOOD BANANAS 114
PART TWO Scanning the Environment 117
CHAPTER 4 Environmental Scanning and Industry Analysis 118
4.1 Environmental Scanning 122
Identifying External Environmental Variables 122
CONTENTS
Em ¡ronmentai Si¦suiinability Issuo: MEASURING AND SHRINKING YOUR PERSONAL
CARBON FOOTPRINT 124
Global Issue: IDENTIFYING POTENTIAL MARKETS IN DEVELOPING NATIONS 131
Identifying External Strategic Factors 132
4.2 Industry Analysis: Analyzing the Task Environment 133
Porter s Approach to Industry Analysis 134
Industry Evolution 138
Categorizing International Industries 138
International Risk Assessment 139
Strategic Groups 139
Strategic Types 141
Hypercompetition 141
Using Key Success Factors to Create an Industry Matrix 142
Strategy Highlight 4.1 : MICROSOFT IN A HYPERCOMPETITIVE INDUSTRY 142
4.3 Competitive Intelligence 144
Sources of Competitive Intelligence 145
Strategy Highlight 4.2: EVALUATING COMPETITIVE INTELLIGENCE 146
Monitoring Competitors for Strategic Planning 146
4.4 Forecasting 147
Danger of Assumptions 147
Useful Forecasting Techniques 148
4.5 The Strategic Audit: A Checklist for Environmental
Scanning 149
4.6 Synthesis of External Factors—EFAS 150
4.7 End of Chapter Summary 151
APPENDIX 4.A Competitive Analysis Techniques 157
CHAPTERS Internal Scanning: Organizational Analysis 160
5.1 A Resource-Based Approach to Organizational Analysis 162
Core and Distinctive Competencies 162
Using Resources to Gain Competitive Advantage 163
Determining the Sustainability of an Advantage 164
5.2 Business Models 166
5.3 Value-Chain Analysis 167
StniküN Higlili;:!:- 5.1: A NEW BUSINESS MODEL AT SMARTYPIG 168
Industry Value-Chain Analysis 169
Corporate Value-Chain Analysis 170
1)
CONTENTS
5.4 Scanning Functional Resources and Capabilities 171
Basic Organizational Structures 171
Corporate Culture: The Company Way 173
Global Issue: MANAGING CORPORATE CULTURE FOR GLOBAL COMPETITIVE
ADVANTAGE: ABB VERSUS MATSUSHITA 174
Strategic Marketing Issues 175
Strategic Financial Issues 177
Strategic Research and Development (R D) Issues 178
Strategic Operations Issues 180
Strategic Human Resource (HRM) Issues 182
Environmental Sustuinability Ksue: USING ENERGY EFFICIENCY FOR COMPETITIVE
ADVANTAGE AND QUALITY OF WORK LIFE 185
Strategic Information Systems/Technology Issues 186
5.5 The Strategic Audit: A Checklist for Organizational Analysis 187
5.6 Synthesis of Internal Factors 188
5.7 End of Chapter Summary 189
Ending Case for Part Two: BOEING BETS THE COMPANY 194
PART THREE Strategy Formulation 197
CHAPTER 6 Strategy Formulation: Situation Analysis and Business Strategy 198
6.1 Situation Analysis: SWOT Analysis 200
Generating a Strategic Factors Analysis Summary (SFAS) Matrix 200
Finding a Propitious Niche 201
Global Issue: SAB DEFENDS ITS PROPITIOUS NICHE 205
6.2 Review of Mission and Objectives 205
G.3 Generating Alternative Strategies by Using a TOWS Matrix 206
6.4 Business Strategies 207
Porter s Competitive Strategies 207
i.n.iformienia! Nusrainaliiliiy Iwie: PATAGONIA USES SUSTAINABILITY
AS DIFFERENTIATION COMPETITIVE STRATEGY 211
Cooperative Strategies 219
6.5 End of Chapter Summary 223
CHAPTER / Strategy Formulation: Corporate Strategy 228
7.1 Corporate Strategy 230
7.2 Directional Strategy 230
Growth Strategies 231
CONTENTS
Strategy Highlight 7.1 : TRANSACTION COST ECONOMICS ANALYZES VERTICAL
GROWTH STRATEGY 234
Global Issue: COMPANIES LOOK TO INTERNATIONAL MARKETS
FOR HORIZONTAL GROWTH 236
Strategy Highlight 7.2: SCREENING CRITERIA FOR CONCENTRIC DIVERSIFICATION 239
Controversies in Directional Growth Strategies 240
Stability Strategies 241
Retrenchment Strategies 242
7.3 Portfolio Analysis 244
BCG Growth-Share Matrix 245
Environmental SiMamabiiilv Issue: GENERAL MOTORS AND THE ELECTRIC CAR 246
GE Business Screen 247
Advantages and Limitations of Portfolio Analysis 249
Managing a Strategic Alliance Portfolio 249
7.4 Corporate Parenting 250
Developing a Corporate Parenting Strategy 251
Horizontal Strategy and Multipoint Competition 252
7.5 End of Chapter Summary 253
CHAPTER 8 Strategy Formulation: Functional Strategy and Strategic Choice 260
8.1 Functional Strategy 262
Marketing Strategy 262
Financial Strategy 263
Research and Development (R D) Strategy 265
Operations Strategy 266
Global Issue: INTERNATIONAL DIFFERENCES ALTER WHIRLPOOL S OPERATIONS
STRATEGY 267
Purchasing Strategy 268
I-nxironinemal Sti-idinabiün Iwie: OPERATIONS NEED FRESH WATER
AND LOTS OF IT! 269
Logistics Strategy 270
Human Resource Management (HRM) Strategy 270
Information Technology Strategy 271
8.2 The Sourcing Decision: Location of Functions 271
8.3 Strategies to Avoid 274
8.4 Strategic Choice: Selecting the Best Strategy 275
Constructing Corporate Scenarios 275
Process of Strategic Choice 281
O.....
t * , CONTENTS
8.5 Developing Policies 282
8.6 End of Chapter Summary 283
Ending Case for Part Three: KMART AND SEARS: STILL STUCK IN THE MIDDLE? 290
PART FOUR Strategy Implementation and^Control 293 ..............................................................
CHAPTER 9 Strategy Implementation: Organizing for Action 294
9.1 Strategy Implementation 296
9.2 Who Implements Strategy? 297
9.3 What Must Be Done? 297
Developing Programs, Budgets, and Procedures 298
H¡i imnmema! Nustaniabilin K-ue: FORD S SOYBEAN SEAT FOAM PROGRAM 298
Strategy Highlight 9.1 : THE TOP TEN EXCUSES FOR BAD SERVICE 301
Achieving Synergy 302
9.4 How Is Strategy to Be Implemented? Organizing for Action 302
Structure Follows Strategy 303
Stages of Corporate Development 304
Organizational Life Cycle 307
Advanced Types of Organizational Structures 309
Reengineering and Strategy Implementation 312
Six Sigma 313
Designing Jobs to Implement Strategy 314
Srr,!k l- Hidilidit 9,2: DESIGNING JOBS WITH THE JOB CHARACTERISTICS MODEL 315
9.5 International Issues in Strategy Implementation 315
International Strategic Alliances 316
Stages of International Development 317
Global Issue: MULTIPLE HEADQUARTERS: A SIXTH STAGE OF INTERNATIONAL
DEVELOPMENT? 318
Centralization Versus Decentralization 318
9.G End of Chapter Summary 320
CHAPTER ¡0 Strategy Implementation: Staffing and Directing 324
10.1 Staffing 326
Staffing Follows Strategy 327
Selection and Management Development 329
: :; ll.-hli-;h 10 I : HOW HEWLETT-PACKARD IDENTIFIES POTENTIAL EXECUTIVES 330
Problems in Retrenchment 332
International Issues in Staffing 333
CONTENTS
10.2 Leading 335
Managing Corporate Culture 335
Environmental SiMuinabilily Issue: ABBOTT LABORATORIES NEW PROCEDURES
FOR GREENER COMPANY CARS 336
Action Planning 340
Management by Objectives 342
Total Quality Management 342
International Considerations in Leading 343
Global Issue: CULTURAL DIFFERENCES CREATE IMPLEMENTATION PROBLEMS
IN MERGER 345
10.3 End of Chapter Summary 346
CHAPTER 1 1 Evaluation and Control 352
11.1 Evaluation and Control in Strategic Management 354
11.2 Measuring Performance 356
Appropriate Measures 356
Types of Controls 356
Activity-Based Costing 358
Enterprise Risk Management 359
Primary Measures of Corporate Performance 359
Environmental Su-t;iinahilii Issue: HOW GLOBAL WARMING COULD AFFECT
CORPORATE VALUATION 364
Primary Measures of Divisional and Functional Performance 366
International Measurement Issues 368
Global Issue: COUNTERFEIT GOODS AND PIRATED SOFTWARE:
A GLOBAL PROBLEM 370
11.3 Strategic Information Systems 371
Enterprise Resource Planning (ERP) 371
Radio Frequency Identification (RFID) 372
Divisional and Functional IS Support 372
11.4 Problems in Measuring Performance 372
Short-Term Orientation 373
Goal Displacement 374
11.5 Guidelines for Proper Control 375
Su iVl- llitilili.du I 1.1: SOME RULES OF THUMB IN STRATEGY 375
11.6 Strategic Incentive Management 376
11.7 End of Chapter Summary 378
Ending Case for Part Four: HEWLETT-PACKARD BUYS EDS 384
i. , CONTENTS
PART FIVE Introduction to Case Analysis 387
CHAPTER 12 Suggestions for Case Analysis 388
12.1 The Case Method 389
12.2 Researching the Case Situation 390
12.3 Financial Analysis: A Place to Begin 390
Analyzing Financial Statements 393
Environmental Sustumubiliiy I^ue: IMPACT OF CARBON TRADING 394
Global Issue: FINANCIAL STATEMENTS OF MULTINATIONAL CORPORATIONS:
NOT ALWAYS WHAT THEY SEEM 395
Common-Size Statements 395
Z-value and Index of Sustainable Growth 395
Useful Economic Measures 396
12.4 Format for Case Analysis: The Strategic Audit 397
12.5 End of Chapter Summary 399
APPENDIX 12.A Resources for Case Research 401
APPENDIX 12.B Suggested Case Analysis Methodology Using the Strategic Audit 404
APPENDIX 12.C Example of a Student-Written Strategic Audit 407
Ending Case for Part Five: IN THE GARDEN 415
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| spelling | Wheelen, Thomas L. 1935-2011 Verfasser (DE-588)141563990 aut Concepts in strategic management and business policy toward global sustainability Thomas L. Wheelen ; J. David Hunger 13. ed., internat. ed. Upper Saddle River [u.a.] Pearson 2012 437 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Always learning Bis zur 11. Aufl. u.d.T.: Wheelen, Thomas L.: Strategic management and business policy. - Literaturangaben Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s b 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=024495527&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Wheelen, Thomas L. 1935-2011 Hunger, J. David 1941-2014 Concepts in strategic management and business policy toward global sustainability Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4522595-3 |
| title | Concepts in strategic management and business policy toward global sustainability |
| title_auth | Concepts in strategic management and business policy toward global sustainability |
| title_exact_search | Concepts in strategic management and business policy toward global sustainability |
| title_full | Concepts in strategic management and business policy toward global sustainability Thomas L. Wheelen ; J. David Hunger |
| title_fullStr | Concepts in strategic management and business policy toward global sustainability Thomas L. Wheelen ; J. David Hunger |
| title_full_unstemmed | Concepts in strategic management and business policy toward global sustainability Thomas L. Wheelen ; J. David Hunger |
| title_short | Concepts in strategic management and business policy |
| title_sort | concepts in strategic management and business policy toward global sustainability |
| title_sub | toward global sustainability |
| topic | Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategisches Management Fallstudiensammlung |
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