Understanding strategic management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Oxford University Press
[2018]
|
| Ausgabe: | Third Edition |
| Schriftenreihe: | Complete, concise, practical
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | xxi, 352 Seiten Illustrationen, Diagramme |
| ISBN: | 9780199662470 9780198859833 |
Internformat
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| 245 | 1 | 0 | |a Understanding strategic management |c Anthony E. Henry |
| 250 | |a Third Edition | ||
| 264 | 1 | |a Oxford |b Oxford University Press |c [2018] | |
| 300 | |a xxi, 352 Seiten |b Illustrationen, Diagramme | ||
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Datensatz im Suchindex
| DE-BY-862_location | 2000 |
|---|---|
| DE-BY-FWS_call_number | 2000/QP 320 H521(3) |
| DE-BY-FWS_katkey | 740813 |
| DE-BY-FWS_media_number | 083000518887 |
| _version_ | 1806176653622116352 |
| adam_text | Brief Contents
Contents in Full ix
List of Cases XV
Acknowledgements xvii
About the Author xviii
About the Book xix
How to Use this Book XX
How to Use the Online Resources xxii
PART ONE WHAT IS STRATEGY?
1 What is Strategy? 3
PARTTWO STRATEGIC ANALYSIS
2 Evaluating the Macro-environment 35
3 Industry Analysis 57
4 The Internal Environment: Value-creating Activities 85
5 The Internal Environment: A Resource-based View of Strategy 114
PARTTHREE STRATEGY FORMULATION
6 Business Strategy 143
7 Corporate Strategy 174
8 International Strategy 205
PART FOUR STRATEGY IMPLEMENTATION
9 Organizational Structures and Strategic Change 239
10 Strategic Leadership 271
11 Corporate Governance 301
Glossary
Name Index
Subject Index
331
339
344
Contents in Fuli
List of Cases XV
Acknowledgements xvii
About the Author xviii
About the Book xix
How to Use this Book XX
How to Use the Online Resources xxii
PART ONE WHAT IS STRATEGY?
1 What is Strategy? 3
Introduction 4
1.1 What is Strategy? 4
1.1.1 Defining Strategy 6
1.2 Strategic Management 8
1.2.1 Strategy Analysis 9
1.2.2 Strategy Formulation 9
1.2.3 Strategy Implementation 10
1.3 Vision, Values, and Mission 10
1.3.1 TheTheory of the Business 14
1.3,2 Business Models 15
1.4 Types of Strategy 16
1.4.1 Corporate Strategy 16
1.4.2 Business Strategy 16
1.4.3 Functional/Operational Strategy 16
1.5 Changes in the Approach to Strategic Management 16
1.6 Different Perspectives on Strategy Formulation 18
1.6.1 The Rationalist School 18
1.6.2 The Learning School 19
1.7 A Strategic Management Framework 23
PARTTWO STRATEGIC ANALYSIS
2 Evaluating the Macro-environment 35
Introduction 36
2.1 The Macro-environment 36
2.2 Scanning, Monitoring, and Forecasting Changes in the Environment 37
2.2.1 Scanning the Environment 38
2.2.2 Monitoring the Environment 40
2.2.3 Forecasting Changes in the Environment 40
Contents in Full
2.3 Scenario Planning 40
2.3.1 How to Build Scenarios 42
2.4 PEST Analysis 44
2.4.1 Political Factors 44
2.4.2 Economic Factors 45
2.4.3 Social Factors 47
2.4.4 Technological Factors 47
2.4.5 Limitations of PEST Analysis 50
2.5 An Introduction to SWOT Analysis 50
2.6 The Macro-environment and Industry Analysis 51
3 Industry Analysis 57
Introduction 58
3.1 The Background to Porter s Five Forces Framework 58
3.2 Porter s Five Forces Framework 58
3.2.1 The Threat of New Entrants 60
3.2.2 The Bargaining Power of Buyers 62
3.2.3 The Bargaining Power of Suppliers 63
3.2.4 The Threat of Substitute Products and Services 64
3.2.5 The Intensity of Rivalry among Competitors in an Industry 64
3.2.6 Competing Using the Five Forces Framework 65
3.3 Limitations of Porter s Five Forces 65
3.4 The Value Net 66
3.4.1 A Complementary Sixth Force 69
3.5 The Industry Life Cycle 70
3.5.1 Introduction Stage 70
3.5.2 Growth Stage 71
3.5.3 Maturity Stage 71
3.5.4 Decline Stage 71
3.6 Strategic Groups 71
3.6.1 Strategic Maps 72
3.6.2 Mobility Barriers 72
3.7 Hypercompetition and Disruptive Innovation 74
3.7.1 Hypercompetition 74
3.7.2 Disruptive Innovation 76
4 The Internal Environment: Value-creating Activities 85
Introduction 86
4.1 Background to Differential Firm Performance 86
4.2 Value chain Analysis 87
4.2.1 Primary Activities 87
4.2.2 Support Activities 89
4.3 Evaluating the Value Chain 89
4.3.1 The Importance of Linkages within the Value Chain 90
4.3.2 Managing Linkages within the Value Chain System 92
Contents in Full
4.4 SWOT Analysis 93
4.4.1 Integrating the Macro and Competitive Environments 93
4.4.2 Limitations of SWOT Analysis 95
4.5 Organizational Performance 96
4.5.1 What is Performance? 96
4.5.2 Maximizing Shareholder Value 97
4.5.3 Meeting the Needs of Stakeholders 98
4.5.4 Financial Analysis 101
4.6 The Balanced Scorecard 104
4.7 Benchmarking 106
5 The Internal Environment: A Resource-Based View of Strategy 114
Introduction 115
5.1 The Resource-Based View of Strategy 115
5.1.1 Resources 116
5.1.2 Organizational Capabilities 117
5.2 The VRIO Framework and Sustainable Competitive Advantage 122
5.2.1 Valuable Capabilities 122
5.2.2 Rarity 123
5.2.3 Irritability 124
5.2.4 Organization 126
5.2.5 Make-or-Buy Decision 128
5.3 Criticisms of the Resource-Based View 128
5.4 A Knowledge-Based View of the Firm 129
5.5 Dynamic Capabilities 130
PARTTHREE STRATEGY FORMULATION
6 Business Strategy 143
Introduction 144
6.1 What is Business Strategy? 144
6.2 Generic Competitive Strategies 145
6.2.1 Overall Cost-Leadership Strategies 147
6.2.2 Differentiation Strategies 150
6.2.3 Focus Strategies 151
6.2.4 Stuck in the Middle 154
6.3 A Resource-Based Approach to Strategy Formulation 155
6.3.1 Appraising Capabilities 156
6.3.2 ImplicationsforStrategy Formulation 157
6.4 Blue Ocean Strategy 159
6.4.1 The Strategy Canvas 162
6.5 Strategy Formulation in Turbulent Markets 163
6.6 Disruptive Innovation and Strategy Formulation 165
6.6.1 Responses to Disruptive Innovation 166
6.6.2 Limitations of Disruptive Innovation 167
Contents in Full
7 Corporate Strategy 174
Introduction 175
7.1 Corporate Strategy 175
7.2 Growth Strategies 176
7.2.1 Market Penetration 177
7.2.2 Product Development 177
7.2.3 Market Development 177
7.2.4 Diversification 177
7.3 Related Diversification 178
7.3.1 Vertical Integration 178
7.3.2 Horizontal Integration 179
7.3.3 Transaction-Cost Analysis 179
7.4 Unrelated or Conglomerate Diversification 179
7.4.1 Can Conglomerate Diversification Succeed? 180
7.5 Implementing Growth Strategies 182
7.5.1 Mergers and Acquisitions 182
7.5.2 Internal Development 184
7.5.3 Joint Ventures and Strategic Alliances 187
7.6 Portfolio Analysis 188
7.6.1 Boston Consulting Group Matrix 188
7.6.2 The General Electric-McKinsey Matrix 190
7.7 Corporate Parenting 192
7.7.1 Parenting Opportunities 194
7.7.2 Portfolio Decisions 195
7.8 Strategic Evaluation 198
7.8.1 Suitability 198
7.8.2 Feasibility 198
7.8.3 Acceptability 198
8 International Strategy 205
Introduction 206
8.1 Globalization or Localization 206
8.2 International Strategy 208
8.2.1 Organizational Factors 208
8.2.2 Environmental Factors 209
8.3 A Globalization Framework 210
8.3.1 The Strategic Objectives of a Multinational Corporation 210
8.3.2 The Sources of Competitive Advantage 211
8.4 Types of International Strategy 212
8.4.1 Multidomestic Strategy 213
8.4.2 Global Strategy 213
8.4.3 International Strategy 214
8.4.4 Transnational Strategy 214
8.5 Entry mode Strategies 217
8.5.1 Exporting 218
8.5.2 Licensing 218
Contents in Full
8.5.3 International Franchising 219
8.5.4 Jointventures and Strategic Alliances 219
8.5.5 Wholly Owned Subsidiaries 221
8.6 Porter s Diamond of National Advantage 222
8.6.1 The Diamond of National Advantage 223
8.6.2 Criticisms of Porter s Diamond 225
8.7 The Myths of Global Strategy 226
8.8 The Challenge of Globalization 227
9 Organizational Structures and Strategic Change 239
Introduction 240
9.1 Organizational Structures 240
9.1.1 The Entrepreneurial Structure 242
9.1.2 The Functional Structure 242
9.1.3 The Divisional Structure 243
9.1.4 The Matrix Structure 244
9.1.5 The Network Structure 245
9.2 Organizational Processes 247
9.3 Strategic Control Systems 249
9.4 Strategic Change 252
9.4.1 Integrative Change 257
9.4.2 Strategic Drift 258
9.4.3 Visionary Organizations 260
10 Strategic Leadership 271
Introduction 272
10.1 Leadership and Management 272
10.2 The Learning Organization 277
10.2.1 Building the Learning Organization 278
10.2.2 Leadership Roles 278
10.2.3 Leadership Skills 279
10.3 Emotional Intelligence and Leadership Performance 280
10.4 Narcissistic Leaders and Leadership Capabilities 282
10.4.1 Leadership Capabilities 283
10.5 The Impact of Leadership on Values and Culture 285
10.5.1 Leadership and Values 285
10.5.2 Leadership and Culture 286
10.6 Leading Strategic Change 288
10.6.1 Transformational Leadership 289
10.6.2 Theory E and Theory 0 Leaders 292
10.6.3 Leadership and Chaos 293
Contents in Full
11 Corporate Governance 301
Introduction 302
11.1 What is Corporate Governance? 302
11.2 The Origins of Corporate Governance 304
11.3 The Growth of Modern Corporations 305
11.3.1 Limited Liability 305
11.3.2 Transferability 305
11.3.3 Legal Personality 305
11.3.4 Centralized Management 306
11.4 The Purpose of Corporations 306
11.4.1 The Purpose of Corporations: Maximize Shareholder Value 307
11.4.2 The Agency Problem 309
11.4.3 The Purpose of Corporations: Meet the Needs of Stakeholders 310
11.5 Corporate Governance Codes 313
11.5.1 The Cadbury Committee 314
11.5.2 The Hampel Committee 315
11.5.3 Other Corporate Governance Codes 316
11.5.4 The Role of Non-Executive Directors 318
11.5.5 The Sarbanes-Oxley Act 319
11.6 Excessive Executive Pay 319
11.7 Is Reform to Corporate Governance the Answer? 321
11.7.1 The Pursuit of Greed 322
Glossary
Name Index
Subject Index
331
339
344
List of Cases
1 What is Strategy? 3
STRATEGY IN FOCUS 1.1 Organizational Values at Johnson Johnson: How their Credo Guides Strategy 12
STRATEGY IN FOCUS 1.2 Honda s Dominance of the US Motorcycle Industry: Deliberate or Emergent Strategies? 21
CASE EXAMPLE Intel s Theory of the Business 25
2 Evaluating the Macro-Environment 35
STRATEGY IN FOCUS 2.1 Delays with Building Construction 46
STRATEGY IN FOCUS 2.2 Are Electric Cars the Future? 48
CASE EXAMPLE Disruptive Innovation from Netflix 52
3 Industry Analysis 57
STRATEGY IN FOCUS 3.1 Stansted Airport s Unhappy Complementer 67
STRATEGY IN FOCUS 3.2 Apple s Hypercompetitive Market 75
CASE EXAMPLE Ryanair: How to Compete in the Airline Industry 78
4 The Internal Environment: Value-Creating Activities 85
STRATEGY IN FOCUS 4.1 Outsourcing at British Airways 91
STRATEGY IN FOCUS 4.2 IKEA and Stakeholders 100
CASE EXAMPLE The Pursuit of Shareholder Value 108
5 The Internal Environment: A Resource-based View of Strategy 114
STRATEGY IN FOCUS 5.1 Honda s Search for Innovation 121
STRATEGY IN FOCUS 5.2 Sir James Dyson: a Difficult Man to Imitate 124
CASE EXAMPLE The Dynamic Capabilities ofWarren Buffett 134
6 Business Strategy 143
STRATEGYIN FOCUS6.1 Differentiated Product Jaguar F-Pace SUV 153
STRATEGY IN FOCUS 6.2 Amazon s Blue Ocean Strategy 161
CASE EXAMPLE Disrupting the Competition for One Dollar 168
7 Corporate Strategy 174
STRATEGY IN FOCUS 7.1 Conglomerate Diversification 181
STRATEGY IN FOCUS 7.2 Aldi and Lidl s Organic Growth 185
STRATEGY IN FOCUS 7.3 A Change of Corporate Parent 193
CASEEXAMPLE Throw Outthe Knitting and Stick to Vertical Integration 200
List of Cases
8 International Strategy 205
STRATEGY IN FOCUS 8.1 Jointventure between Pharmaceutical and Technology 220
STRATEGY IN FOCUS 8.2 Globalization in Retreat 228
CASE EXAMPLE Inditex s International Reach 231
9 Organizational Structures and Strategic Change 239
STRATEGY IN FOCUS 9.1 IKEA s Challenge over Strategy and Structure 246
STRATEGY IN FOCUS 9.2 Has Apple s Revolution Come to an End? 256
CASE EXAMPLE W. L. Gore s Unconventional Success 265
10 Strategic Leadership 271
STRATEGY IN FOCUS 10.1 UK Chief Executives 276
STRATEGY IN FOCUS 10.2 New Leadership at Microsoft 284
CASE EXAMPLE Transformational Leadership 296
11 Corporate Governance 301
STRATEGY IN FOCUS 11.1 Tata s Governance 316
STRATEGY IN FOCUS 11.2 Sir Martin Sorrell: Pay and Performance at WPP 320
CASE EXAMPLE Fat Cats and Starving Dogs 324
|
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| id | DE-604.BV044886992 |
| illustrated | Illustrated |
| indexdate | 2024-08-01T11:24:44Z |
| institution | BVB |
| isbn | 9780199662470 9780198859833 |
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| physical | xxi, 352 Seiten Illustrationen, Diagramme |
| publishDate | 2018 |
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| publisher | Oxford University Press |
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| spellingShingle | Henry, Anthony E. 19XX- Understanding strategic management Strategic planning Management (DE-588)4037278-9 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
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| title | Understanding strategic management |
| title_auth | Understanding strategic management |
| title_exact_search | Understanding strategic management |
| title_full | Understanding strategic management Anthony E. Henry |
| title_fullStr | Understanding strategic management Anthony E. Henry |
| title_full_unstemmed | Understanding strategic management Anthony E. Henry |
| title_short | Understanding strategic management |
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| topic | Strategic planning Management (DE-588)4037278-9 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Management Strategische Planung Strategisches Management Lehrbuch |
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Inhaltsverzeichnis
THWS Schweinfurt Zentralbibliothek Lesesaal
| Signatur: |
2000 QP 320 H521(3) |
|---|---|
| Exemplar 1 | ausleihbar Verfügbar Bestellen |