Strategic management: creating competitive advantages
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| Format: | Book |
|---|---|
| Language: | English |
| Published: |
New York
McGraw-Hill
2012
|
| Edition: | 6. ed., global ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Previous ed.: published as by Gregory G. Dess. 2009. - Includes index |
| Physical Description: | 548 S.; 41 S. 26 cm |
| ISBN: | 9780071317689 |
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| 245 | 1 | 0 | |a Strategic management |b creating competitive advantages |c Gregory G. Dess ; G.T. Lumpkin ; Alan B. Eisner ; Gerry McNamara ; Bongjin Kim |
| 250 | |a 6. ed., global ed. | ||
| 264 | 1 | |a New York |b McGraw-Hill |c 2012 | |
| 300 | |a 548 S.; 41 S. |c 26 cm | ||
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| 500 | |a Previous ed.: published as by Gregory G. Dess. 2009. - Includes index | ||
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Record in the Search Index
| _version_ | 1804149282162343936 |
|---|---|
| adam_text | IMAGE 1
BRIEF CONTENTS
PREFACE 9 PART I STRATEGIC ANALYSIS
1 STRATEGIC MANAGEMENT: CREATING COMPETITIVE ADVANTAGES 42 2 ANALYZING
THE EXTERNAL ENVIRONMENT OF THE FIRM 78
3 ASSESSING THE INTERNAL ENVIRONMENT OF THE FIRM 118
4 RECOGNIZING A FIRM S INTELLECTUAL ASSETS: MOVING BEYOND A FIRM S
TANGIBLE RESOURCES 162 . *
PART 2 STRATEGIC FORMULATION
5 BUSINESS-LEVEL STRATEGY: CREATING AND SUSTAINING COMPETITIVE
ADVANTAGES 200 6 CORPORATE-LEVEL STRATEGY: CREATING VALUE THROUGH
DIVERSIFICATION 242
7 INTERNATIONAL STRATEGY: CREATING VALUE IN GLOBAL MARKETS 280
8 ENTREPRENEURIAL STRATEGY AND COMPETITIVE DYNAMICS 320
PART 3 STRATEGIC IMPLEMENTATION
9 STRATEGIC CONTROL AND CORPORATE GOVERNANCE 358 10 CREATING EFFECTIVE
ORGANIZATIONAL DESIGNS 396
11 STRATEGIC LEADERSHIP: CREATING A LEARNING ORGANIZATION AND AN ETHICAL
ORGANIZATION 434
12 MANAGING INNOVATION AND FOSTERING CORPORATE ENTREPRENEURSHIP 472
PART4 CASE ANALYSIS
13 ANALYZING STRATEGIC MANAGEMENT CASES 510 INDEXES 1-1
27
IMAGE 2
CONTENTS
PREFACE 9 PARTI STRATEGIC ANALYSIS
CHAPTER 1 STRATEGIC MANAGEMENT: CREATING COMPETITIVE ADVANTAGES 42
STRATEGY SPOTLIGHT 1.1: HOW CEO GEORGE BUCKLEY TURNED AROUND 3M 46 WHAT
IS STRATEGIC MANAGEMENT? 47
DEFINING STRATEGIC MANAGEMENT 48
THE FOUR KEY ATTRIBUTES OF STRATEGIC MANAGEMENT 49
THE STRATEGIC MANAGEMENT PROCESS 50
STRATEGY SPOTLIGHT 1.2: AMBIDEXTROUS BEHAVIORS: COMBINING ALIGNMENT AND
ADAPTABILITY 51
INTENDED VERSUS REALIZED STRATEGIES 51
STRATEGY ANALYSIS 52
STRATEGY FORMULATION 54
STRATEGY IMPLEMENTATION 55
THE ROLE OF CORPORATE GOVERNANCE AND STAKEHOLDER MANAGEMENT 55
ALTERNATIVE PERSPECTIVES OF STAKEHOLDER MANAGEMENT 57
STRATEGY SPOTLIGHT 1.3: NGOS: A KEY STAKEHOLDER GROUP 59
SOCIAL RESPONSIBILITY AND ENVIRONMENTAL SUSTAINABILITY: MOVING BEYOND
THE IMMEDIATE STAKEHOLDERS 59
STRATEGY SPOTLIGHT 1.4: HOW TORONTO-BASED GOLDCORP USED CROWDSOURCING TO
STRIKE IT RICH 60
THE STRATEGIC MANAGEMENT PERSPECTIVE: AN IMPERATIVE THROUGHOUT THE
ORGANIZATION 64
STRATEGY SPOTLIGHT 1.5: SOCIALLY RESPONSIBLE INVESTING (SRI): CAN YOU DO
WELL BY DOING GOOD? 65
ENSURING COHERENCE IN STRATEGIC DIRECTION 66
ORGANIZATIONAL VISION 66
STRATEGY SPOTLIGHT 1.6: STRATEGY AND THE VALUE OF INEXPERIENCE 67
MISSION STATEMENTS 68
STRATEGIC OBJECTIVES 70
STRATEGY SPOTLIGHT 1.7: BRIDGESTONE REFINES ITS ENVIRONMENTAL MISSION
STATEMENT 71 SUMMARY 72
CHAPTER 2
ANALYZING THE EXTERNAL ENVIRONMENT OF THE FIRM 78
CREATING THE ENVIRONMENTALLY AWARE ORGANIZATION 81
THE ROLE OF SCANNING, MONITORING, COMPETITIVE INTELLIGENCE, AND
FORECASTING 81
STRATEGY SPOTLIGHT 2.1: HOW ZARA, A SPANISH RETAILER, SPOTS
OPPORTUNITIES 83
29
IMAGE 3
STRATEGY SPOTLIGHT 2.2: ETHICAL GUIDELINES ON COMPETITIVE INTELLIGENCE:
UNITED
TECHNOLOGIES 84
SWOT ANALYSIS 85
STRATEGY SPOTLIGHT 2.3: SCENARIO PLANNING AT NISSAN MOTORS GB 86
THE GENERAL ENVIRONMENT 87
THE DEMOGRAPHIC SEGMENT 87
STRATEGY SPOTLIGHT 2.4: CHINA S GROWING MIDDLE CLASS HELPS CARGO
CARRIERS REBOUND
FROM THE RECESSION 89
THE SOCIOCULTURAL SEGMENT 90
THE POLITICAL/LEGAL SEGMENT 90
STRATEGY SPOTLIGHT 2.5: HOW MICROSOFT GETS AROUND H-IB VISA
RESTRICTIONS 91
THE TECHNOLOGICAL SEGMENT 91
THE ECONOMIC SEGMENT 92
THE GLOBAL SEGMENT 92
RELATIONSHIPS AMONG ELEMENTS OF THE.GENERAL ENVIRONMENT 93
THE COMPETITIVE ENVIRONMENT 93
PORTER S FIVE-FORCES MODEL OF INDUSTRY COMPETITION 94
STRATEGY SPOTLIGHT 2.6: THE INTERNET AND DIGITAL TECHNOLOGIES: AFFECTING
MANY ENVIRONMENTAL SEGMENTS 95
STRATEGY SPOTLIGHT 2.7: THE GROWING VIABILITY OF RENEWABLE ENERGY 100
HOW THE INTERNET AND DIGITAL TECHNOLOGIES ARE AFFECTING THE FIVE
COMPETITIVE FORCES 101
STRATEGY SPOTLIGHT 2.8: BUYER POWER IN THE BOOK INDUSTRY: THE ROLE OF
THE INTERNET 104
USING INDUSTRY ANALYSIS: A FEW CAVEATS 105
STRATEGIC GROUPS WITHIN INDUSTRIES 108
STRATEGY SPOTLIGHT 2.9: APPLE S IPOD: RELATIONSHIPS WITH ITS
COMPLEMENTERS 109
SUMMARY 112
CHAPTER 3
ASSESSING THE INTERNAL ENVIRONMENT OF THE FIRM 118
VALUE-CHAIN ANALYSIS 121
STRATEGY SPOTLIGHT 3.1: THE LIMITATIONS OF SWOT ANALYSIS 122
PRIMARY ACTIVITIES 123
STRATEGY SPOTLIGHT 3.2: SECURITY RISKS IN MEXICO HAVE LED TO HIGHER
SHIPPING COSTS 125
STRATEGY SPOTLIGHT 3.3: CROWDSOURCING: RYZ S POTENTIAL CUSTOMERS BECOME
ITS MARKETING AND DESIGN STAFF 127
SUPPORT ACTIVITIES 127
STRATEGY SPOTLIGHT 3.4: REMOVING INDIVIDUAL METRICS IN PERFORMANCE
EVALUATIONS 129
INTERRELATIONSHIPS AMONG VALUE-CHAIN ACTIVITIES WITHIN AND ACROSS
ORGANIZATIONS 130
THE PROSUMER CONCEPT: INTEGRATING CUSTOMERS INTO THE VALUE CHAIN 130
STRATEGY SPOTLIGHT 3.5: TIMBCRLAND S DETOXIFICATION INITIATIVE 131
APPLYING THE VALUE CHAIN TO SERVICE ORGANIZATIONS 132
RESOURCE-BASED VIEW OF THE FIRM 133
TYPES OF FIRM RESOURCES 135
STRATEGY SPOTLIGHT 3.6: BLOGS, SOCIAL NETWORKING SITES, AND CORPORATE
REPUTATIONS: A LETHAL COMBINATION? 136
30
IMAGE 4
FIRM RESOURCES AND SUSTAINABLE COMPETITIVE ADVANTAGES 136
STRATEGY SPOTLIGHT 3.7: AMAZON PRIME: VERY DIFFICULT FOR RIVALS TO COPY
. . . . .. . 139
STRATEGY SPOTLIGHT 3.8: HOW A CHINESE BEVERAGE COMPANY SUCCEEDED BY
CREATING CLOSE PARTNERSHIPS WITH ITS DISTRIBUTORS 140
THE GENERATION AND DISTRIBUTION OF A FIRM S PROFITS: EXTENDING THE
RESOURCE-BASED
VIEW OF THE FIRM 143
EVALUATING FIRM PERFORMANCE: TWO APPROACHES. 144
FINANCIAL RATIO ANALYSIS ....: 145
INTEGRATING FINANCIAL ANALYSIS AND STAKEHOLDER PERSPECTIVES: THE
BALANCED SCORECARD 147
SUMMARY 151
APPENDIX TO CHAPTER 3: HOW THE INTERNET AND DIGITAL TECHNOLOGIES ADD
VALUE 157
CHAPTER 4
RECOGNIZING A FIRM S INTELLECTUAL ASSETS: MOVING BEYOND A FIRM S
TANGIBLE RESOURCES 162
THE CENTRAL ROLE OF KNOWLEDGE IN TODAY S ECONOMY 164
HUMAN CAPITAL: THE FOUNDATION OF INTELLECTUAL CAPITAL 167
ATTRACTING HUMAN CAPITAL 168
STRATEGY SPOTLIGHT 4.1: GOING GREEN HELPS ATTRACT TALENT : 169
DEVELOPING HUMAN CAPITAL. 172
STRATEGY SPOTLIGHT 4.2: REVERSE MENTORING AT GODREJ GROUP IN INDIA 173
RETAINING HUMAN CAPITAL 174
ENHANCING HUMAN CAPITAL: THE ROLE OF DIVERSITY IN THE WORKFORCE *. 175
THE VITAL ROLE OF SOCIAL CAPITAL 177
HOW SOCIAL CAPITAL HELPS ATTRACT AND RETAIN TALENT 178
SOCIAL NETWORKS: IMPLICATIONS FOR KNOWLEDGE MANAGEMENT AND CAREER
SUCCESS 178
STRATEGY SPOTLIGHT 4.3: DON T GO AWAY MAD . .. NOW YOU ARE A VALUED
ALUM! 179
STRATEGY SPOTLIGHT 4.4: PICASSO VERSUS VAN GOGH: WHO WAS MORE SUCCESSFUL
AND WHY? .. 183
THE POTENTIAL DOWNSIDE OF SOCIAL CAPITAL 183
STRATEGY SPOTLIGHT 4.5: DEVELOPING SOCIAL CAPITAL: DO WOMEN AND MEN
DIFFER? 184
USING TECHNOLOGY TO LEVERAGE HUMAN CAPITAL AND KNOWLEDGE 185
USING NETWORKS TO SHARE INFORMATION 185
ELECTRONIC TEAMS: USING TECHNOLOGY TO ENHANCE COLLABORATION 186
CODIFYING KNOWLEDGE FOR COMPETITIVE ADVANTAGE 187
STRATEGY SPOTLIGHT 4.6: VIDEOCONFERENCING: ALLOWING EMPLOYEES TO
COMMUNICATE FACE-TO-FACE OVER LONG DISTANCES 188
STRATEGY SPOTLIGHT 4.7: CROWDSOURCING: HOW SAP TAPS KNOWLEDGE WELL
BEYOND ITS BOUNDARIES 189
PROTECTING THE INTELLECTUAL ASSETS OF THE ORGANIZATION: INTELLECTUAL
PROPERTY AND DYNAMIC CAPABILITIES 189
INTELLECTUAL PROPERTY RIGHTS 191
DYNAMIC CAPABILITIES 191
31
IMAGE 5
STRATEGY SPOTLIGHT 4.8: RESEARCH IN MOTION, MAKER OF THE BLACKBERRY,
LOSES
AN INTELLECTUAL PROPERTY LAWSUIT 192
SUMMARY 193
PART 2 STRATEGIC FORMULATION
CHAPTER 5 BUSINESS-LEVEL STRATEGY: CREATING AND SUSTAINING COMPETITIVE
ADVANTAGES 200
TYPES OF COMPETITIVE ADVANTAGE AND SUSTAINABILITY 202
OVERALL COST LEADERSHIP 204
STRATEGY SPOTLIGHT 5.1: THE EXPERIENCE CURVE 205
STRATEGY SPOTLIGHT 5.2: RYANAIR: A HIGHLY EFFECTIVE OVERALL COST
LEADERSHIP STRATEGY 207
DIFFERENTIATION. . . . . . . . . ; . .. , 209
STRATEGY SPOTLIGHT 5.3: CROWDSOURCING: HOW NETFLIX BOOSTS ITS
DIFFERENTIATION 212
FOCUS. . . . ; .. . 215
STRATEGY SPOTLIGHT 5.4: IF YOU CAN T AFFORD AN EXTREMELY EXPENSIVE C A R
. .. YOU CAN RENT ONE 216
COMBINATION STRATEGIES: INTEGRATING OVERALL LOW COST AND DIFFERENTIATION
216
CAN COMPETITIVE STRATEGIES BE SUSTAINED? INTEGRATING AND APPLYING
STRATEGIC MANAGEMENT CONCEPTS .. 220
ATLAS DOOR: A CASE EXAMPLE 221
ARE ATLAS DOOR S COMPETITIVE ADVANTAGES SUSTAINABLE? 221
HOW THE INTERNET AND DIGITAL TECHNOLOGIES AFFECT THE COMPETITIVE
STRATEGIES 223
OVERALL COST LEADERSHIP 223
DIFFERENTIATION .* 224
FOCUS 225
ARE COMBINATION STRATEGIES THE KEY TO E-BUSINESS SUCCESS? 226
INDUSTRY LIFE CYCLE STAGES: STRATEGIC IMPLICATIONS 226
STRATEGY SPOTLIGHT 5.5: AIRASIA: FLYING LOW COST WITH HIGH HOPES 227
STRATEGIES IN THE INTRODUCTION STAGE 229
STRATEGIES IN THE GROWTH STAGE 229
STRATEGIES IN THE MATURITY STAGE ..,.: 230
STRATEGY SPOTLIGHT 5.6: REVERSE AND BREAKAWAY POSITIONING: HOW TO
AVOID BEING HELD HOSTAGE TO THE LIFE CYCLE CURVE 231
STRATEGIES IN THE DECLINE STAGE 232
TURNAROUND STRATEGIES 234
STRATEGY SPOTLIGHT 5.7: ALAN MULALLY: LEADING FORD S EXTRAORDINARY
GLOBAL TURNAROUND 235
SUMMARY. . ... 236
32
IMAGE 6
CHAPTER 6
CORPORATE-LEVEL STRATEGY: CREATING VALUE THROUGH DIVERSIFICATION 242
MAKING DIVERSIFICATION WORK: AN OVERVIEW 246
RELATED DIVERSIFICATION: ECONOMIES OF SCOPE AND REVENUE ENHANCEMENT 248
LEVERAGING CORE COMPETENCIES 248
STRATEGY SPOTLIGHT 6.1: PROCTER & GAMBLE LEVERAGES ITS CORE COMPETENCE
IN MARKETING AND (BELIEVE IT OR NOT!) FRANCHISING 249
SHARING ACTIVITIES 250
RELATED DIVERSIFICATION: MARKET POWER 251
POOLED NEGOTIATING POWER 251
VERTICAL INTEGRATION 252
STRATEGY SPOTLIGHT 6.2: HOW 3M S EFFORTS TO INCREASE ITS MARKET POWER
BACKFIRED 253
STRATEGY SPOTLIGHT 6.3: VERTICAL INTEGRATION AT SHAW INDUSTRIES 254
UNRELATED DIVERSIFICATION: FINANCIAL SYNERGIES AND PARENTING 256
CORPORATE PARENTING AND RESTRUCTURING 256
PORTFOLIO MANAGEMENT 258
CAVEAT: IS RISK REDUCTION A VIABLE GOAL OF DIVERSIFICATION? 261
THE MEANS TO ACHIEVE DIVERSIFICATION 262
MERGERS AND ACQUISITIONS 262
STRATEGY SPOTLIGHT 6.4: EFFECTIVELY MANAGING THE HUMAN SIDE OF
ACQUISITIONS 266
STRATEGY SPOTLIGHT 6.5: WHY DID TYCO INTERNATIONAL SELL A MAJORITY STAKE
IN
ONE OF ITS BUSINESSES? 267
STRATEGIC ALLIANCES AND JOINT VENTURES 268
INTERNAL DEVELOPMENT 269
STRATEGY SPOTLIGHT 6.6: CROWDSOURCING: HOW A STRATEGIC ALLIANCE WILL
BENEFIT BOTH PARTIES 270
HOW MANAGERIAL MOTIVES CAN ERODE VALUE CREATION : 270
STRATEGY SPOTLIGHT 6.7: A GOURMET DELI FIRM LEVERAGES ITS CORE
COMPETENCE AND CREATES A NEW BUSINESS 271
GROWTH FOR GROWTH S SAKE 271
STRATEGY SPOTLIGHT 6.8: CORNELIUS VANDERBILT: GOING TO GREAT LENGTHS
TO CORRECT A WRONG ; 272
EGOTISM ; 272
STRATEGY SPOTLIGHT 6.9: HOW ANTITAKCOVER MEASURES MAY BENEFIT MULTIPLE
STAKEHOLDERS,
NOT JUST MANAGEMENT 273
ANTITAKEOVER TACTICS 274
SUMMARY 275
CHAPTER 7 INTERNATIONAL STRATEGY: CREATING VALUE IN GLOBAL MARKETS 280
THE GLOBAL ECONOMY: A BRIEF OVERVIEW 282
33
IMAGE 7
FACTORS AFFECTING A NATION S COMPETITIVENESS 283
STRATEGY SPOTLIGHT 7.1: MARKETING TO THE BOTTOM OF THE PYRAMID . 284
FACTOR ENDOWMENTS 285
DEMAND CONDITIONS 285
RELATED AND SUPPORTING INDUSTRIES 285
FIRM STRATEGY, STRUCTURE, AND RIVALRY 286
CONCLUDING COMMENT ON FACTORS AFFECTING A NATION S COMPETITIVENESS 286
INTERNATIONAL EXPANSION: A COMPANY S MOTIVATIONS AND RISKS 286
MOTIVATIONS FOR INTERNATIONAL EXPANSION 286
STRATEGY SPOTLIGHT 7.2: INDIA AND THE DIAMOND OF NATIONAL ADVANTAGE 287
STRATEGY SPOTLIGHT 7.3: HOW WALMART PROFITS FROM ARBITRAGE 289
POTENTIAL RISKS OF INTERNATIONAL EXPANSION 291
STRATEGY SPOTLIGHT 7.4: REVERSE INNOVATION: HOW DEVELOPING COUNTRIES ARC
BECOMING
HOTBEDS OF INNOVATION 292
STRATEGY SPOTLIGHT 7.5: COUNTERFEITING: A WORLDWIDE PROBLEM 294
GLOBAL DISPERSION OF VALUE CHAINS: OUTSOURCING AND OJFSHORING 296
ACHIEVING COMPETITIVE ADVANTAGE IN GLOBAL MARKETS 297
TWO OPPOSING PRESSURES: REDUCING COSTS AND ADAPTING TO LOCAL MARKETS 297
STRATEGY SPOTLIGHT 7.6: A SMALL-TOWN ALTERNATIVE TO OFFSHORING TECH
SERVICES WORK 298
INTERNATIONAL STRATEGY 299
GLOBAL STRATEGY 301
MULTIDOMESTIC STRATEGY 302
STRATEGY SPOTLIGHT 7.7: WHY SHELL S INNOVATIVE GASOLINE PRODUCT
BACKFIRED IN HOLLAND 303
STRATEGY SPOTLIGHT 7.8: DEALING WITH BRIBERY 304
TRANSNATIONAL STRATEGY 305
GLOBAL OR REGIONAL? A SECOND LOOK AT GLOBALIZATION 307
ENTRY MODES OF INTERNATIONAL EXPANSION... 309
EXPORTING. 310
LICENSING AND FRANCHISING 310
STRATEGIC ALLIANCES AND JOINT VENTURES 311
STRATEGY SPOTLIGHT 7.9: LAMBORGHINI AND CALLAWAY FORM A HIGH-TECH
ALLIANCE 312
WHOLLY OWNED SUBSIDIARIES 3/3
STRATEGY SPOTLIGHT 7.10: PEPSI S FIRST-MOVER ADVANTAGE IN INDIA HAS PAID
OFF 314
SUMMARY 315
CHAPTER 8
ENTREPRENEURIAL STRATEGY AND COMPETITIVE DYNAMICS 320
RECOGNIZING ENTREPRENEURIAL OPPORTUNITIES 323
ENTREPRENEURIAL OPPORTUNITIES 323
STRATEGY SPOTLIGHT 8.1: THE CONTRIBUTION OF SMALL BUSINESSES TO THE U.S.
ECONOMY 324
STRATEGY SPOTLIGHT 8.2: ENTREPRENEURIAL VISION TO REVITALIZE DETROIT 327
ENTREPRENEURIAL RESOURCES 328
34
IMAGE 8
STRATEGY SPOTLIGHT 8.3: GREEN PLASTICS IN EUROPE 329
STRATEGY SPOTLIGHT 8.4: P2P LENDING: USING THE POWER OF THE SOCIAL GROUP
TO FUND ENTREPRENEURS 330
ENTREPRENEURIAL LEADERSHIP 332
STRATEGY SPOTLIGHT 8.5: STRATEGIC ALLIANCES: A KEY ENTREPRENEURIAL
RESOURCE 333
ENTREPRENEURIAL STRATEGY 334
ENTRY STRATEGIES 335
STRATEGY SPOTLIGHT 8.6: PANDORA ROCKS THE MUSIC BUSINESS 336
GENERIC STRATEGIES. 339
STRATEGY SPOTLIGHT 8.7: LOW-COST IMITATOR VIZIO, INC., TAKES OFF 341
COMBINATION STRATEGIES 342
COMPETITIVE DYNAMICS 342
STRATEGY SPOTLIGHT 8.8: DIAPERS.COM-COMBINING FOCUS, LOW COST, AND
DIFFERENTIATION 343
NEW COMPETITIVE ACTION . 344
THREAT ANALYSIS 344
MOTIVATION AND CAPABILITY TO RESPOND 346
TYPES OF COMPETITIVE ACTIONS 347
STRATEGY SPOTLIGHT 8.9: THE WALL STREET JOURNAL CHALLENGES THE NEW YORK
TIMES 348
STRATEGY SPOTLIGHT 8.10: AMD AND INTEL: THE MULTIPLE DIMENSIONS
OF COMPETITIVE DYNAMICS 350
LIKELIHOOD OF COMPETITIVE REACTION 351
CHOOSING NOT TO REACT: FORBEARANCE AND CO-OPETITION 351
STRATEGY SPOTLIGHT 8.11: THE UFL AND THE NFL: COOPERATE OR COMPETE? 352
SUMMARY 353
PART 3 STRATEGIC IMPLEMENTATION
CHAPTER 9 STRATEGIC CONTROL AND CORPORATE GOVERNANCE 358
ENSURING INFORMATIONAL CONTROL: RESPONDING EFFECTIVELY TO ENVIRONMENTAL
CHANGE 360
A TRADITIONAL APPROACH TO STRATEGIC CONTROL 361
A CONTEMPORARY APPROACH TO STRATEGIC CONTROL 361
STRATEGY SPOTLIGHT 9.1: WHAT DID GENERAL MOTORS DO WRONG? 362
STRATEGY SPOTLIGHT 9.2: GOOGLE S INTERACTIVE CONTROL SYSTEM 364
ATTAINING BEHAVIORAL CONTROL: BALANCING CULTURE, REWARDS, AND
BOUNDARIES. ... 364
BUILDING A STRONG AND EFFECTIVE CULTURE 365
MOTIVATING WITH REWARDS AND INCENTIVES 366
SETTING BOUNDARIES AND CONSTRAINTS 367
STRATEGY SPOTLIGHT 9.3: DEVELOPING MEANINGFUL ACTION PLANS: AIRCRAFT
INTERIOR PRODUCTS, INC 369
BEHAVIORAL CONTROL IN ORGANIZATIONS: SITUATIONAL FACTORS 371
EVOLVING FROM BOUNDARIES TO REWARDS AND CULTURE 371
35
IMAGE 9
THE ROLE OF CORPORATE GOVERNANCE 372
STRATEGY SPOTLIGHT 9.4: THE RELATIONSHIP BETWEEN RECOMMENDED CORPORATE
GOVERNANCE PRACTICES AND FIRM PERFORMANCE 373
THE MODERN CORPORATION: THE SEPARATION OF OWNERS (SHAREHOLDERS) AND
MANAGEMENT 374
GOVERNANCE MECHANISMS: ALIGNING THE INTERESTS OF OWNERS AND MANAGERS 376
CEO DUALITY: IS IT GOOD OR BAD? 387
EXTERNAL GOVERNANCE CONTROL MECHANISMS 382
STRATEGY SPOTLIGHT 9.5: THE IMPACT OF THE 2002 SARBANES-OXLEY ACT ON
CORPORATE DIRECTORS 385
STRATEGY SPOTLIGHT 9.6: TWO EXAMPLES OF POWERFUL EXTERNAL CONTROL
MECHANISMS 386
CORPORATE GOVERNANCE: AN INTERNATIONAL PERSPECTIVE 386
STRATEGY SPOTLIGHT 9.7: EFFECTIVE AND INEFFECTIVE CORPORATE GOVERNANCE
AMONG MULTILATINAS 389
SUMMARY 390
CHAPTER 10
CREATING EFFECTIVE ORGANIZATIONAL DESIGNS 396
TRADITIONAL FORMS OF ORGANIZATIONAL STRUCTURE 399
PATTERNS OF GROWTH OF LARGE CORPORATIONS: STRATEGY-STRUCTURE
RELATIONSHIPS 399 SIMPLE STRUCTURE 401
FUNCTIONAL STRUCTURE 401
STRATEGY SPOTLIGHT 10.1: DNB NOR: A SUCCESSFUL FUNCTIONAL ORGANIZATIONAL
STRUCTURE 403
DIVISIONAL STRUCTURE 403
STRATEGY SPOTLIGHT 10.2: WHY SUN MICROSYSTEMS EXPERIENCED MAJOR PROBLEMS
WHEN IT CHANGED ITS ORGANIZATIONAL STRUCTURE 405
MATRIX STRUCTURE 406
INTERNATIONAL OPERATIONS: IMPLICATIONS FOR ORGANIZATIONAL STRUCTURE 408
GLOBAL START-UPS: A NEW PHENOMENON 409
HOW AN ORGANIZATION S STRUCTURE CAN INFLUENCE STRATEGY FORMULATION 410
LINKING STRATEGIC REWARD AND EVALUATION SYSTEMS TO BUSINESS-LEVEL AND
CORPORATE-LEVEL STRATEGICS 410
STRATEGY SPOTLIGHT 10.3: GLOBAL ON DAY ONE 411
BUSINESS-LEVEL STRATEGY: REWARD AND EVALUATION SYSTEMS 411
CORPORATE-LEVEL STRATEGY: REWARD AND EVALUATION SYSTEMS 413
BOUNDARYLESS ORGANIZATIONAL DESIGNS 414
STRATEGY SPOTLIGHT 10.4: BOUNDARY TYPES 415
THE BARRIER-FREE ORGANIZATION 415
STRATEGY SPOTLIGHT 10.5: THE BUSINESS ROUNDTABLE: A FORUM FOR SHARING
BEST ENVIRONMENTAL SUSTAINABILITY PRACTICES 417
THE MODULAR ORGANIZATION 419
STRATEGY SPOTLIGHT 10.6: VIDEO GAMES: MICROSOFT S OUTSOURCING STRATEGY
421
THE VIRTUAL ORGANIZATION 421
STRATEGY SPOTLIGHT 10.7: HOW ELI LILLY USED THE COLLABORATIVE POWER OF
THE INTERNET-BASED COLLABORATION TO FOSTER INNOVATION 423
36-
IMAGE 10
BOUNDARYLESS ORGANIZATIONS: MAKING THEM WORK 424
STRATEGY SPOTLIGHT 10.8: CREST S WHITCSTRIPS: AN EXAMPLE OF HOW P&G
CREATES AND DERIVES BENEFITS FROM A BOUNDARYLESS ORGANIZATION 426
CREATING AMBIDEXTROUS ORGANIZATIONAL DESIGNS 426
AMBIDEXTROUS ORGANIZATIONS: KEY DESIGN ATTRIBUTES 427
WHY WAS THE AMBIDEXTROUS ORGANIZATION THE MOST EFFECTIVE STRUCTURE? 427
SUMMARY 428
CHAPTER 11
STRATEGIC LEADERSHIP: CREATING A LEARNING ORGANIZATION AND AN ETHICAL
ORGANIZATION. 434
LEADERSHIP: THREE INTERDEPENDENT ACTIVITIES 437
STRATEGY SPOTLIGHT 11.1: JULIE GILBERT SETS A NEW DIRECTION FOR BEST BUY
439 SETTING A DIRECTION 439
DESIGNING THE ORGANIZATION 440
NURTURING AN EXCELLENT AND ETHICAL CULTURE 440
STRATEGY SPOTLIGHT 11.2: IKEA S FOUNDER: LOW PRICES-BUT NOT AT ANY
PRICE 441
THE AMBICULTURAL APPROACH: A KEY TO SUCCESSFULLY FULFILLING THE THREE
LEADERSHIP ACTIVITIES 442
ELEMENTS OF EFFECTIVE LEADERSHIP 443
INTEGRATIVE THINKING 443
OVERCOMING BARRIERS TO CHANGE 444
STRATEGY SPOTLIGHT 11.3: INTEGRATIVE THINKING AT RED HAT 445
THE EFFECTIVE USE OF POWER 446
EMOTIONAL INTELLIGENCE: A KEY LEADERSHIP TRAIT 447
STRATEGY SPOTLIGHT 11.4: WILLIAM BRATTON: USING MULTIPLE BASES OF POWER
448 SELF-AWARENESS 450
SELF-REGULATION 450
MOTIVATION 450
EMPATHY 450
SOCIAL SKILL. 451
EMOTIONAL INTELLIGENCE: SOME POTENTIAL DRAWBACKS AND CAUTIONARY NOTES
451
DEVELOPING A LEARNING ORGANIZATION 452
INSPIRING AND MOTIVATING PEOPLE WITH A MISSION OR PURPOSE 453
EMPOWERING EMPLOYEES AT ALL LEVELS 454
STRATEGY SPOTLIGHT 11.5: A HOSPITAL S UNIQUE APPROACH TO EMPOWERMENT 455
ACCUMULATING AND SHARING INTERNAL KNOWLEDGE 455
GATHERING AND INTEGRATING EXTERNAL INFORMATION 456
CHALLENGING THE STATUS QUO AND ENABLING CREATIVITY 457
CREATING AN ETHICAL ORGANIZATION 459
INDIVIDUAL ETHICS VERSUS ORGANIZATIONAL ETHICS 459
STRATEGY SPOTLIGHT 11.6: GREEN ENERGY: REAL OR JUST A MARKETING PLOY?
460
INTEGRITY-BASED VERSUS COMPLIANCE-BASED APPROACHES TO ORGANIZATIONAL
ETHICS 461
ROLE MODELS 463
37
IMAGE 11
CORPORATE CREDOS AND CODES OF CONDUCT 463
STRATEGY SPOTLIGHT 11.7: ELEMENTS OF A CORPORATE CODE 464
REWARD AND EVALUATION SYSTEMS 464
POLICIES AND PROCEDURES ... . 466
SUMMARY 467
CHAPTER 12
MANAGING INNOVATION AND FOSTERING CORPORATE ENTREPRENEURSHIP 472
MANAGING INNOVATION 475
TYPES OF INNOVATION 475
STRATEGY SPOTLIGHT 12.1: DYSON S SIMPLE INNOVATION 476
CHALLENGES OF INNOVATION 477
STRATEGY SPOTLIGHT 12.2: A DISRUPTIVE INNOVATION: NINTENDO S WII 478
CULTIVATING INNOVATION SKILLS 479
DEFINING THE SCOPE OF INNOVATION 480
MANAGING THE PACE OF INNOVATION 482
STAFFING TO CAPTURE VALUE FROM INNOVATION 482
COLLABORATING WITH INNOVATION PARTNERS 483
STRATEGY SPOTLIGHT 12.3: SAMSUNG S VIP CENTER I 484
CORPORATE ENTREPRENEURSHIP 484
STRATEGY SPOTLIGHT 12.4: CROWDSOURCING: IBM S INNOVATION JAM 485
STRATEGY SPOTLIGHT 12.5: CISCO LOOKS TO VIDEO TO SPUR DEMAND 487
FOCUSED APPROACHES TO CORPORATE ENTREPRENEURSHIP 488
STRATEGY SPOTLIGHT 12.6: USING TEAM TOMORROW TO GROW WD-40 489
DISPERSED APPROACHES TO CORPORATE ENTREPRENEURSHIP 490
STRATEGY SPOTLIGHT 12.7: MICROSOFT S STRUGGLES WITH CORPORATE
ENTREPRENEURSHIP 491
MEASURING THE SUCCESS OF CORPORATE ENTREPRENEURSHIP ACTIVITIES 492
REAL OPTIONS ANALYSIS: A USEFUL TOOL 494
APPLICATIONS OF REAL OPTIONS ANALYSIS TO STRATEGIC DECISIONS 494
POTENTIAL PITFALLS OF REAL OPTIONS ANALYSIS 495
ENTREPRENEURIAL ORIENTATION 496
AUTONOMY 497
INNOVATIVENESS . 498
STRATEGY SPOTLIGHT 12.8: THE BODY SHOP FINDS SOCIAL RESPONSIBILITY
DRIVES BUSINESS 499
PROACTIVENESS 500
COMPETITIVE AGGRESSIVENESS 502
RISK TAKING 50J
SUMMARY 505
38
IMAGE 12
PART 4 CASE ANALYSIS
CHAPTER 13 ANALYZING STRATEGIC MANAGEMENT CASES 510
WHY ANALYZE STRATEGIC MANAGEMENT CASES? 512
HOW TO CONDUCT A CASE ANALYSIS 513
STRATEGY SPOTLIGHT 13.1: ANALYSIS, DECISION MAKING, AND CHANGE AT
SAPIENT
HEALTH NETWORK 514
BECOME FAMILIAR WITH THE MATERIAL 515
STRATEGY SPOTLIGHT 13.2: USING A BUSINESS PLAN FRAMEWORK TO ANALYZE
STRATEGIC CASES 516
IDENTIFY PROBLEMS 516
CONDUCT STRATEGIC ANALYSES 517
PROPOSE ALTERNATIVE SOLUTIONS 519
MAKE RECOMMENDATIONS 519
HOW TO GET THE MOST FROM CASE ANALYSIS 520
USING CONFLICT-INDUCING DECISION-MAKING TECHNIQUES IN CASE ANALYSIS 523
SYMPTOMS OFGROUPTHINK AND HOW TO PREVENT IT 524
STRATEGY SPOTLIGHT 13.3: MAKING CASE ANALYSIS TEAMS MORE EFFECTIVE : 525
USING CONFLICT TO IMPROVE DECISION MAKING 526
FOLLOWING THE ANALYSIS-DECISION-ACTION CYCLE IN CASE ANALYSIS 528
SUMMARY 532
APPENDIX 1 TO CHAPTER 13: FINANCIAL RATIO ANALYSIS 533
APPENDIX 2 TO CHAPTER 13: SOURCES OF COMPANY AND INDUSTRY INFORMATION
543
INDEXES 1-1
COMPANY 1-1 NAME 1-7 SUBJECT 1-19
39.
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| indexdate | 2024-07-10T00:20:33Z |
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| language | English |
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| physical | 548 S.; 41 S. 26 cm |
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| publisher | McGraw-Hill |
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| spelling | Strategic management creating competitive advantages Gregory G. Dess ; G.T. Lumpkin ; Alan B. Eisner ; Gerry McNamara ; Bongjin Kim 6. ed., global ed. New York McGraw-Hill 2012 548 S.; 41 S. 26 cm txt rdacontent n rdamedia nc rdacarrier Previous ed.: published as by Gregory G. Dess. 2009. - Includes index Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Dess, Gregory G. Sonstige oth Lumpkin, G. T. Sonstige oth Eisner, Alan B. Sonstige oth McNamara, Gerry Sonstige (DE-588)135578183 oth Kim, Bongjin Sonstige (DE-588)13980269X oth SWB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025130725&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Strategic management creating competitive advantages Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4123623-3 |
| title | Strategic management creating competitive advantages |
| title_auth | Strategic management creating competitive advantages |
| title_exact_search | Strategic management creating competitive advantages |
| title_full | Strategic management creating competitive advantages Gregory G. Dess ; G.T. Lumpkin ; Alan B. Eisner ; Gerry McNamara ; Bongjin Kim |
| title_fullStr | Strategic management creating competitive advantages Gregory G. Dess ; G.T. Lumpkin ; Alan B. Eisner ; Gerry McNamara ; Bongjin Kim |
| title_full_unstemmed | Strategic management creating competitive advantages Gregory G. Dess ; G.T. Lumpkin ; Alan B. Eisner ; Gerry McNamara ; Bongjin Kim |
| title_short | Strategic management |
| title_sort | strategic management creating competitive advantages |
| title_sub | creating competitive advantages |
| topic | Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategisches Management Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025130725&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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