Holdings: Strategic management

Strategic management:

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Bibliographic Details
Previous Title:	Lynch, Richard L. Corporate strategy
Main Author:	Lynch, Richard L. (Author)
Format:	Book
Language:	English
Published:	Harlow [u.a.] Pearson 2012
Edition:	6. ed.
Subjects:	Business planning Strategic planning Strategische Planung Unternehmensplanung Strategisches Management
Online Access:	Inhaltsverzeichnis
Item Description:	Hier auch später erschienene, unveränderte Nachdrucke
Physical Description:	XXX, 850 S. Ill., graph. Darst.
ISBN:	9780273750925

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MARC


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adam_text	About the sixth edition How to use this book Guided tour Guide to the main focus of case studies Acknowledgements Publisher's acknowledgements Parti INTRODUCTION Chapter 1 Strategic management Introduction Case study 1.1 1.1 What is strategic management? 1.2 The main topics covered in strategy Case study 1.2 1.3 Core areas of strategic management 1.4 Context, content and process 1.5 Process: linking the three core areas 1.6 Green strategy 1.7 Strategy development in public and non-profit organisations 1.8 International dimensions in strategic management Case study 1.3 Critical reflection Summary Questions Further reading Notes and references Chapter 2 A review of theory and practice Introduction Case study 2.1 2.1 Prescriptive strategic management in theory and practice Case study 2.2 2.2 Emergent strategic management in theory and practice Case study 2.3 2.3 Some prescriptive theories of strategic management Case study 2.4 2.4 Some emergent theories of strategic management XIII xix xx xxiii xxvi xxix 2.5 The purpose of the organisation: stakeholders, ethics and green strategy 59 Case study 2.5 61 Critical reflection 64 Summary 65 Questions 66 Further reading 66 Notes and references 67 Part 2 STRATEGIC ANALYSIS AND PURPOSE 4 4 r- Chapter 3 5 7 Analysing the strategic environment 72 9 Introduction 73 13 Case study 3.1 73 15 3.1 Exploring the competitive environment 74 17 3.2 Strategic environment - the basics 77 19 3.3 Degree of turbulence in the environment 78 22 3.4 Green strategy 80 3.5 Analysing the general environment 82 24 Case study 3.2 87 3.6 Analysing the stages of market growth 88 25 Case study 3.3 91 26 3.7 Key factors for success in an industry 95 28 3.8 Analysing the competitive industry 29 environment - the contribution of 30 Porter 98 30 3.9 Analysing the co-operative environment 104 31 3.10 Analysing one or more immediate competitors in depth 107 3.11 Analysing the customer and market 33 segmentation 109 33 Case study 3.4 112 34 3.12 Conclusions 115 Case study 3.5 116 35 Critical reflection 118 38 Summary 119 Questions 120 40 Further reading 121 43 Notes and references 121 45 Chapter 4 52 Analysing resources and capabilities 123 Introduction 123 53 Case study 4.1 124 VII CONTENTS 4.1 Analysing resources and capabilities 127 4.2 Why does an organisation possess any resources at all? The make-or-buy decision 132 Case study 4.2 134 4.3 Resource analysis and adding value 136 4.4 Adding value: the value chain and the value system - the contribution of Porter 137 4.5 Adding value: Green strategy and the value chain 143 Case study 4.3 146 4.6 Resource analysis and competitive advantage - the resource-based view 150 4.7 Identifying which resources and capabilities deliver sustainable competitive advantage 157 4.8 Resource and capability analysis - improving competitive advantage 162 Case study 4.4 165 Critical reflection 168 Summary 168 Questions 170 Further reading 170 Notes and references 171 Chapter 5 Strategy dynamics 173 Introduction 173 Case study 5.1 174 5.1 Interpretive dynamics: the changing purpose of the organisation 175 Case study 5.2 178 5.2 Interpretive dynamics: the organisation's changing and uncertain environment 181 Case study 5.3 186 5.3 Interpretive dynamics: fast-moving markets 188 5.4 Interpretive dynamics: resource development 191 Case study 5.4 197 5.5 Proactive dynamics: developing a dynamic business framework 200 5.6 Proactive dynamics: aggressive competitive strategies 203 5.7 Proactive dynamics: developing co-operation 208 5.8 Proactive dynamics: using game theory 211 Critical reflection 214 Summary 214 Questions 216 Further reading 217 Notes and references 217 Chapter 6 Prescriptive purpose delivered through mission, objectives and ethics 220 Introduction 220 Case study 6.1 221 6.1 Shaping the purpose of the organisation 223 6.2 Developing a strategic vision for the future 226 Case study 6.2 229 6.3 Stakeholder power analysis 232 Case study 6.3 235 6.4 Corporate governance and the purpose of the organisation 238 6.5 Purpose shaped by ethics and corporate social responsibility 243 6.6 Developing the mission 247 Case study 6.4 250 6.7 Developing the objectives 252 Critical reflection 255 Summary 256 Questions 257 Further reading 257 Notes and references 258 Chapter 7 Purpose emerging from knowledge, technology and innovation 260 Introduction 260 Case study 7.1 261 7.1 Understanding and measuring knowledge 262 Case study 7.2 268 7.2 Knowledge creation and purpose 270 Case study 7.3 275 7.3 Using technology to develop purpose and competitive advantage 276 Case study 7.4 281 7.4 Innovation and purpose 283 Case study 7.5 286 7.5 How to innovate: the 'ideas' process 289 Critical reflection 294 Summary 294 Questions 295 Further reading 296 Notes and references 296 Part3 DEVELOPING THE STRATEGY Chapter 8 Developing business-level strategy options зоо Introduction 300 Case study 8.1 302 viii CONTENTS 8.1 Purpose and the SWOT analysis - the contribution of Andrews 304 8.2 Environment-based options: generic strategies - the contribution of Porter 305 Case study 8.2 310 Case study 8.3 312 8.3 Environment-based strategic options: the market options matrix 315 8.4 Environment-based strategic options: the expansion method matrix 320 Case study 8.4 324 8.5 Resource-based strategic options: the value chain 328 8.6 Resource-based strategic options: the resource-based view 330 8.7 Resource-based strategic options: cost reduction 333 8.8 Options related to green strategy 338 Critical reflection 339 Summary 340 Questions 341 Further reading 341 Notes and references 342 Chapter 9 Developing corporate-level strategy Options 344 Introduction 344 Case study 9.1 345 9.1 Corporate-level strategy: the benefits and costs of diversifying 348 9.2 Corporate options: degrees of diversification 352 9.3 Corporate strategy and the role of the centre - the principle of parenting 353 Case study 9.2 356 9.4 Corporate strategy: decisions about the company's diversified portfolio of products 360 Case study 9.3 365 9.5 The tools of corporate-level options: from acquisitions to restructuring 369 Critical reflection 371 Summary 372 Questions 373 Further reading 373 Notes and references 374 Chapter 10 Strategy evaluation and development: the prescriptive process 376 Introduction 376 Casestudy 10.1 377 10.1 Prescriptive strategy content: evaluation against six criteria Casestudy 10.2 10.2 Strategy evaluation: procedures and techniques 10.3 Applying empirical evidence and guidelines Casestudy 10.3 10.4 The classic prescriptive model of strategic management: exploring the process 10.5 Evaluating and selecting green strategy options Casestudy 10.4 Critical reflection Summary Questions Appendix Further reading Notes and references Chapter 11 Finding the strategic route forward: mainly emergent approaches Introduction Casestudy 11.1 11.1 The importance of strategy context Case study 11.2 11.2 The survival-based strategic route forward 11.3 The uncertainty-based strategic route forward Case study 11.3 11.4 The network-based strategic route forward Case study 11.4 11.5 The learning-based strategic route forward 11.6 International considerations Critical reflection Summary Questions Further reading Notes and references Chapter 12 Organisational structure, style and people issues Introduction Case study 12.1 12.1 Strategy before structure? 12.2 Building the organisation's structure: basic principles 379 385 387 393 397 402 405 408 412 413 414 415 415 416 418 418 419 420 423 426 428 431 436 440 441 448 450 450 452 452 453 455 455 456 459 463 ІХ CONTENTS 12.3 The choice of management style and culture 468 Casestudy 12.2 473 12.4 Types of organisational structure 476 12.5 Organisationat structures for innovation 481 Casestudy 12.3 484 12.6 Motivation and staffing in strategy implementation 486 Critical reflection 488 Summary 488 Questions 490 Further reading 490 Notes and references 490 Part 4 THE IMPLEMENTATION PROCESS Chapter 13 Implementing and controlling the strategic plan 494 Introduction 494 Case study 13.1 495 13.1 The nature and limitations of the implementation process 497 13.2 Objectives, task setting and communicating the strategy 502 Case study 13.2 505 13.3 Resource allocation 508 Casestudy 13.3 509 13.4 Information, monitoring and control 512 13.5 The Balance Scorecard: the contribution of Kaplan and Norton 514 Case study 13.4 519 13.6 Prescriptive strategic planning 520 Critical reflection 525 Summary 525 Questions 527 Further reading 527 Notes and references 528 Chapter 14 Developing and implementing customer-driven strategy 529 Introduction 529 Casestudy 14.1 530 14.1 Customers and customer-driven strategy - the contribution of Theodore Levitt 532 14.2 Customer profiling and sustainable competitive advantage 535 Case study 14.2 540 14.3 Strategy implications: analysing and implementing branding and reputation 542 14.4 Strategy implications: communicating with customers and stakeholders 544 14.5 Strategy implications: strategic pricing and value for money 546 14.6 Strategy implications: quality objectives and customers 550 Casestudy 14.3 553 Critical reflection 557 Summary 557 Questions 559 Further reading 559 Notes and references 559 Chapter 15 Managing strategic change 561 Introduction 561 Casestudy 15.1 562 15.1 The basic concept of strategic change 564 15.2 Analysing the causes of strategic change 568 Case study 15.2 569 15.3 Prescriptive approaches to managing strategic change 574 Case study 15.3 577 15.4 Emergent approaches to managing change 578 Case study 15.4 583 15.5 Developing a strategic change programme 586 Critical reflection 590 Summary 590 Questions 592 Further reading 592 Notes and references 593 Part5 DIFFERENT STRATEGY CONTEXTS AND BUILDING A COHESIVE STRATEGY Chapter 16 Strategic leadership 596 Introduction 596 Casestudy 16.1 597 16.1 What is strategic leadership 599 16.2 What makes a successful leader? 600 Casestudy 16.2 605 16.3 How leaders shape organisations using culture and style 608 16.4 How leaders cope with power 614 Case study 16.3 616 16.5 Successful strategic leadership 619 Critical reflection 622 Summary 622 Questions 623 CONTENTS Further reading 624 19.1 International expansion and globalisation: Notes and references 624 their meaning and importance 690 Casestudy 19.2 695 Chapter 17 19.2 World trade and the international Entrepreneurial strategy 626 expansion strategies of companies 699 Introduction 626 19.3 Influence of institutions involved in Case study 17.1 627 international trade 703 17.1 Entrepreneurial strategy: theory and Casestudy 19.3 706 practice 629 19.4 International and global expansion 17.2 Entrepreneurial strategy: personal strategies: the company perspective 711 aspects and risk taking 633 19.5 International and global expansion Casestudy 17.2 636 strategies: organisation structures 717 17.3 The four drivers of entrepreneurial 19.6 Developing international relationships strategy: imagination, ideas, invention such as alliances and joint ventures 721 and innovation 638 Critical reflection 724 17.4 Entrepreneurial strategy: competitive Summary 725 advantage and ownership 640 Questions 726 Case study 17.3 643 Further reading 726 17.5 Implementing entrepreneurial strategy 644 Notes and references 727 Critical reflection 647 Summary 647 Chapter 20 Questions 649 Building a cohesive strategy 729 Further reading 650 Introduction 729 Notes and references 650 Case study 20.1 730 Chapter 18 20.1 Cohesion in prescriptive and emergent processes 732 Government, public sector and 20.2 Building a cohesive strategy - a worked not-for-profit strategies 652 example 734 Introduction 652 Case study 20.2 739 Casestudy 18.1 654 20.3 Developing the business model 741 18.1 Analysing the strategic environment 20.4 Longer-term strategy issues 742 in public sector strategy 656 Case study 20.3 745 18.2 Analysing resources in the public and Critical reflection 747 not-for-profit sectors 662 Summary 747 Casestudy 18.2 667 Questions 748 18.3 Exploring the purpose of public and Further reading 748 not-for-profit organisations 669 Notes and references 749 18.4 Context, content and process in public sector strategy 671 18.5 Implementation in public sector strategy 674 Part 6 Case study 18.3 676 INTEGRATIVE AND LONGER CASE STUDIES Critical reflection 681 Summary 681 ЛО ił How to analyse and prepare strategy cases 752 Uuestions 684 1 Europe's leading airlines: budget strategy Acknowledgements 684 or bust? 754 Further reading 684 2 Global beer and lager: exploring strategies Notes and references 685 in a mature market 761 Chapter 19 International expansion and 3 SABMiller: South Africa goes quietly globa! 765 4 Prescriptive and emergent strategy? Risks and challenges for global car companies - globalisation strategies 687 including green strategies 769 Introduction 687 5 Competitive prescriptive strategy - the Casestudy 19.1 688 battle between the top five car companies 776 XI CONTENTS 6 Competitive and new entry strategies: tricky time for Tata Motors 781 7 Strategic change: the rise and fall of CEO Carly Fiorina at Hewlett-Packard 788 8 Strategy development: what can companies learn from 'Chainsaw Al'? 795 9 Sorting out Sony: restoring the profits and the innovative fire 797 10 Emergent strategy: what's the new smart strategy for PCs, media tablets and mobiles? 807 11 Public sector strategy: how Galileo ended up in serious trouble 12 Emergent strategy: who will stop Apple's dominance of the music delivery business? Glossary Index Supporting resources Visit www.pearsoned.co.uk/lynch to find valuable online resources Companion Website for students • Video summaries of each chapter • Videos to accompany the long case studies • Additional material, including further cases studies, questions and checklists, to expand your knowledge and aid your understanding • Case Study Guide offering help with reading, analysing and presenting cases • A searchable online glossary to explain key terms For instructors • Complete, downloadable Instructor's Manual, including teaching notes on the book and the case studies • A bank of additional case studies from the previous edition of the book • PowerPoint slides that can be downloaded and used as OHTs For more information please contact your local Pearson Education sales consultant or visit www.pearsoned.co.uk/lynch 814 817 822 832 XII
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title	Strategic management
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title_full	Strategic management Richard Lynch
title_fullStr	Strategic management Richard Lynch
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title_old	Lynch, Richard L. Corporate strategy
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topic_facet	Business planning Strategic planning Strategische Planung Unternehmensplanung Strategisches Management
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