Strategy: an international perspective
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Andover
Cengage Learning EMEA
2014
|
| Ausgabe: | 5. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXV, 835 S. graph. Darst. |
| ISBN: | 9781408082676 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804152301064028160 |
|---|---|
| adam_text | Titel: Strategy
Autor: Wit, Bob de
Jahr: 2014
FIFTH EDITION I Network Level Strategy Forma / »Corporat Strategy Strateg« Change 2 . Strategy Content Strategy Process Strategic Innova visioning 4 . Strategy Context Industry Context Strategy Organizational Context y/m auction nterna tional Contex L/ 1 X VT V X. JLj VJ X. AN INTERNATIONAL PERSPECTIVE The first four editions of Strategy: Process, Content and Context were co-authored by Bob de Wit and Ron Meyer. The fifth edition was adapted by Bob de Wit. * CENGAGE Learning Andover • Melbourne • Mexico City • Stamford, CT • Toronto • Hong Kong • New Delhi • Seoul • Singapore • Tokyo
BRIEF CONTENTS section STRATEGY mwm ÂÉM WM àimM 1 Introduction 2 Strategizing 3 Missioning and visioning SECTION STRATEGY CONTENT 4 Business level strategy 5 Corporate level strategy 6 Network level strategy STRATEGY PROCESS 7 Strategy formation 8 Strategic change 9 Strategic innovation 1 2 54 518 167 (70 232 287 337 339 384 434 SECTION STRATEGY CONTEXT 10 The industry context 11 The organizational context 12 The international context 489 49 ! 550 591 SECTION I CASES 643 Index 813
CONTENTS List of exhibits Acknowledgements Preface Digital support resources SECTION STRATEGY 1 INTRODUCTION The nature of strategy Identifying the strategy issues Structuring the strategy debates Managing strategy paradoxes Developing an international perspective Introduction to the readings Reading 1.1 Complexity: The nature of real world problems by Richard Mason and Ian Mitrojf Reading 1.2 Managing strategic contradictions by Wendy K. Smith and Michael L. Tushmann Reading 1.3 Cultural constraints in management theories by Geert Hofstede References 2 STRATEGIZING Introduction The issue of strategic reasoning The paradox of logic and intuition Perspectives on strategizing Managing the paradox of logic and intuition Strategic thinking in international perspective Introduction to the readings Reading 2.1 Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance by David J. Teece Reading 2.2 Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management by Gerard P. Hodgkinson and Mark P. Healey xiii XV xix XXV 1 2 2 3 11 14 19 24 25 31 41 48 54 54 55 60 64 71 72 76 78 92 vii
ENTS Reading 2.3 How successful leaders think 102 by Roger Martin References 109 3 MISSIONING AND VISIONING us Introduction 118 The issue of organizational purpose 125 The paradox of profitability and responsibility 126 Perspectives on missioning and visioning 130 Managing the paradox of profitability and responsibility 135 Missioning and visioning in international perspective 137 Introduction to the readings 140 Reading 3.1 The social responsibility of business is to increase its profits 142 by Milton Friedman Reading 3.2 Stockholders and stakeholders: A new perspective on 145 corporate governance by Edward Freeman and David Reed Reading 3.3 Creating shared value 151 by Michael E. Porter and Mark R. Kramer References 163 STRATEGY CONTENT 4 BUSINESS LEVEL STRATEGY no Introduction 170 The issue of competitive advantage 170 The paradox of markets and resources 184 Perspectives on business level strategy 188 Managing the paradox of markets and resources 193 Business level strategy in international perspective 194 Introduction to the readings 195 Reading 4.1 Strategy from the outside in 197 by George S. Day and Christine Moorman Reading 4.2 Firm resources and sustained competitive advantage 204 by Jay Barney Reading 4.3 Dynamic capabilities and strategic management 212 by David J. Teece, Gary Pisano and Amy Shuen References 227 5 CORPORATE LEVEL STRATEGY 232 Introduction 232 The issue of corporate configuration 232
CONTENTS ix The paradox of responsiveness and synergy 237 Perspectives on corporate level strategy 244 Managing the paradox of responsiveness and synergy 250 Corporate level strategy in international perspective 252 Introduction to the readings 256 Reading 5.1 Strategy and the business portfolio 258 by Barry Hedley Reading 5.2 The core competence of the corporation 264 by C.K. Prahalad and Gary Hamel Reading 5.3 Seeking synergies 272 by Andrew Campbell and Michael Goold References 285 6 NETWORK LEVEL STRATEGY 287 Introduction 287 The issue of inter-organizational relationships 287 The paradox of competition and cooperation 296 Perspectives on network level strategy 301 Managing the paradox of competition and cooperation 306 Network level strategy in international perspective 308 Introduction to the readings 313 Reading 6.1 Collaborate with your competitors - and win 315 by Gary Hamel, Yves Doz and C.K. Prahalad Reading 6.2 Creating a strategic centre to manage a web of partners 320 by Gianni Lorenzoni and Charles Baden-Fuller Reading 6.3 Coevolution in business ecosystems 328 by James F. Moore References 333 STRATEGY PROCESS 337 7 STRATEGY FORMATION 339 Introduction 339 The issue of realized strategy 339 The paradox of deliberateness and emergence 344 Perspectives on strategy formation 350 Managing the paradox of deliberateness and emergence 358 Strategy formation in international perspective 359 Introduction to the readings 363 Reading 7.1 Managing the strategy process 365 by Balaji Chakravarthy and Peter Lorange
x CONTENTS Reading 7.2 Logical incrementalism 369 by James Quinn Reading 7.3 Organizational ambidexterity: Integrating deliberate and 376 emergent strategy with scenario planning by Wendy Bodwell and Thomas J. Chermack References 380 8 STRATEGIC CHANGE 384 Introduction 384 The issue of strategic alignment 384 The paradox of revolution and evolution 391 Perspectives on strategic change 396 Managing the paradox of revolution and evolution 401 Strategic change in international perspective 402 Introduction to the readings 406 Reading 8.1 Reengineering work: Don’t automate, obliterate 408 by Michael Hammer Reading 8.2 Building learning organizations 414 by Peter Senge Reading 8.3 Ambidextrous organizations: Managing evolutionary and 421 revolutionary change by Michael L. Tushman and Charles A. O ’Reilly III References 431 9 STRATEGIC INNOVATION 434 Introduction 434 The issue of strategic renewal 434 The paradox of exploitation and exploration 442 Perspectives on strategic innovation 446 Managing the paradox of exploitation and exploration 450 Strategic innovation in international perspective 453 Introduction to the readings 457 Reading 9.1 Kaizen 459 by Masaaki Imai Reading 9.2 The innovator’s dilemma 467 by Clayton M. Christensen Reading 9.3 Exploration and exploitation in organizational learning 475 by James G. March References 486
CONTENTS xi SECTION iv STRATEGY CONTEXT 10 THE IN DUSTRY CONTEXT Introduction The issue of industry development The paradox of compliance and choice Perspectives on the industry context Managing the paradox of compliance and choice The industry context in international perspective Introduction to the readings Reading 10.1 How industries evolve by Anita M. McGahan Reading 10.2 Blue ocean strategy by W. Chan Kim and Renee Mauborgne Reading 10.3 Living on the fault line by Geoffrey Moore References 11 TH E ORGAN 1ZATIONAL CONTEXT Introduction The issue of organizational development The paradox of control and chaos Perspectives on the organizational context Managing the paradox of control and chaos The organizational context in international perspective Introduction to the readings Reading 11.1 Defining leadership and explicating the process by Richard M. Cyert Reading 11.2 Strategy as order emerging from chaos by Ralph Stacey Reading 11.3 Dual leadership by David G. Thomson References 12 THE INTERNATIONAL CONTEXT Introduction The issue of international configuration The paradox of globalization and localization Perspectives on the international context Managing the paradox of globalization and localization The international context in international perspective 489 491 491 492 499 502 507 508 513 515 526 534 547 550 550 551 554 558 563 565 567 569 573 578 588 591 591 592 599 605 611 613
xii CONTENTS Introduction to the readings 619 Reading 12.1 The globalization of markets 621 by Theodore Levitt Reading 12.2 The myth of globalization 626 by Susan Douglas and Yoram Wind Reading 12.3 Multinational enterprises and local contexts: The 633 opportunities and challenges of multiple-embeddedness by Klaus E. Meyer, Ram Mudambi and Rajneesh Narula References 640 LAj cj 643 B 1 ZARA: Staying fast and fresh 644 By Felipe Caro 2 Ndaba Ntsele: Entrepreneurial vision 660 By Claire Beswick, Mthuli Ncube 3 “Connecting the world through games”: Creating shared value in the case 671 of Zynga’s corporate social strategy By Laura P. Hartman, Jenny Mead, Patricia H. Werhane, Danielle Christmas 4 Turning around a national icon: Yara Branco at Tarbes S.A. 685 By Ken Mark 5 Tata Group s growth strategies 692 By Hadiya Faheem 6 Nokia-Microsoft alliance: Joining forces in the smartphone wars 712 By Adapa Srinivasa Rao 7 Making balanced scorecard work to implement business strategies at Magic 723 Technology By Neale O ’Connor 8 Sony Corp Japan: Challenges before the new CEO 734 By Prof. S. Bhaskaran 9 Rejuvenating Shanghai Jahwa 746 By Yang Wei, Dong Liang and Hellmut Schütte 10 The evolution of the Bottled Water Industry: Ready for the “Water Wars”? 759 By Javier Gimeno and Cool 11 7 Days Inn: Operations strategy 784 By Gang Chen, Liang Xu 12 Bel: Inventing new horizons for the family firm 797 By Anne-Catrin Glemser Index 813
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| title | Strategy an international perspective |
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| title_short | Strategy |
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