Strategy: theory and practice
Saved in:
| Main Authors: | , , , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne
Sage
[2023]
|
| Edition: | 4th edition |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | xx, 593 Seiten Illustrationen, Diagramme |
| ISBN: | 9781529794328 9781529794335 |
Staff View
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About the Authors Online Resources Guided Tour Acknowledgements xiii xv xvii xix 1 Strategy: Theory and Practice - An Introduction 2 Strategy, Industry Competitive Forces andPositioning 39 3 Strategy, Resources and Capabilities 75 4 Strategy and Innovation 117 5 Strategy: Make or Buy? 163 6 Strategy and Collaboration 207 7 Strategy: Going Global 247 8 Strategy and Corporate Governance 293 1 9 Strategy Processes 333 10 Strategy as Practice 375 11 Strategy and Organizational Politics 415 12 Strategic Change 457 Glossary References Index 505 517 581
About the Authors Online Resources Guided Tour Acknowledgements 1 xiii xv xvii xix Strategy: Theory and Practice - An Introduction 1 Learning objectives Introduction Strategy’s antecedents in warcraft and statecraft The development of the field of strategy Overview of contemporary strategy In Practice: UNIQLO Strategy today Digital imperatives for a future agenda for strategy In Practice: Google Sustainability and strategy The limits of strategy Summary Exercises Case Study: Volkswagen and diesel 1 2 3 7 9 17 17 23 25 27 31 33 33 34 2 Strategy, Industry Competitive Forces and Positioning Learning objectives Introduction Business unit and corporate-level strategy Understanding the external macro environment Strategic groups Generic strategies In Practice: Sainsburys vs. Aldi Creating new markets: Blue ocean strategy In Practice: Games Workshop’s strategy Summary Exercises Case Study: Disney’s strategy and COVID-19 39 39 40 40 41 56 58 64 66 67 70 71 72
viii Detailed Contents 3 Strategy, Resources and Capabilities Learning objectives Introduction Resources and capabilities In Practice: McDonald’s: value creation and generic strategy Resource-based view (RBV) Introducing capabilities Dynamic and ordinary capabilities view In Practice: Haier Summary Exercises Case Study: Netflix versus Amazon: Dynamic capabilities for global success 4 Strategy and Innovation Learning objectives Introduction Understanding innovation In Practice: Creative destruction and fossil fuels Creating value and strategic advantage through innovation In Practice: Innovation in a pandemic: Mars Petcare and Securitas Enablers of strategic innovation In Practice: Intrinsically gendered innovation Summary Exercises Case Study: Innovating mobility by building a platform 5 Strategy: Make or Buy? Learning objectives Introduction Internalization: Vertical and horizontal integration In Practice: Netflix In Practice: Valeant Pharmaceuticals Externalization: Outsourcing In Practice: Outsourcing: Military contracting Transaction costs and the make or buy question Transaction Cost Economics (TCE) In Practice: Comcast and Disney theme park strategy Summary Exercises Case Study: After Disney closed one of its major studios, animation is under pressure in pandemic Hollywood 6 Strategy and Collaboration Learning objectives Introduction 75 75 76 76 85 87 93 99 106 110 111 112 117 117 118 119 122 131 132 144 148 157 158 159 163 163 164 165 166 168 174 174 186 186 193 202 202 203 207 207 208
Detailed Contents Inter-firm cooperation Strategic alliances In Practice: Amazon Fresh and supermarket alliances In Practice: Star Alliance: A global partnership of airlines Difficulties with strategic partnerships Managing collaboration In Practice: Collaborations in fashion Strategic networks In Practice: Foxconn: Car maker Open strategy Summary Exercises Case Study: PS5, Xbox and BMW: Chips and supply chains 7 Strategy: Going Global Learning objectives Introduction Multinational enterprises In Practice: Jardine Matheson In Practice: Multinational supply chains and famous brands In Practice: Headquarters and subsidiaries: Goldman Sachs BRICs Summary Exercises Case Study: Huawei 8 Strategy and Corporate Governance Learning objectives Introduction Corporate governance: Definition and history Corporate governance, the boardroom and strategy-making In Practice: Strategy and board oversight: Lehman Brothers In Practice: Corporate blind eyes at Boeing and Tesla Comparative corporate governance Corporate codes of ethics and corporate social responsibility (CSR) In Practice: Volkswagen’s ethics Corporate social responsibility and corporate governance In Practice: Danone, CEOs and progressive corporate governance In Practice: Is eco-taxation the answer? Summary Exercises Case Study: Big Tech’s corporate governance 208 212 214 220 221 224 229 230 235 237 242 243 243 247 247 248 250 252 255 262 275 287 288 289 293 293 294 294 301 303 305 309 315 317 321 321 325 329 Յ29 331 9 Strategy Processes 333 Learning objectives Introduction 333 334 ix
x Detailed Contents The planning school and emergent school: Contests and controversies In Practice: Honda’s entry into the US motorcycle industry: Rational analysis or emergent learning? Five problems of strategic planning, according to Mintzberg Mintzberg’s five Ps of strategy Andrew Pettigrew and process approaches In Practice: IKEA Strategy and learning processes Strategy and cultural processes Strategic sensemaking and storytelling In Practice: Strategy as a map? Strategy stories Organizational storytelling In Practice: Airbnb Stories as formal narratives In Practice: Apple: Every organization tells a story Discourses as storying Summary Exercises Case Study: University strategy and process approaches in perspective 10 Strategy as Practice Learning objectives Introduction Strategy as practice What do we mean by strategy AS practice? Strategy practice and communication What tools do strategists use? In Practice: Strategy practice and COVID-19 The tool makers: consultants and strategy In Practice: The management consulting masters? Strategy practitioners Strategic decision-making In Practice: Decision-making in the Cuban Missile Crisis Summary Exercises Case Study: Strategy practice in a strategic change project 11 Strategy and Organizational Politics Learning objectives Introduction Machiavelli Power in decision-making In Practice: The end of management power? Intra-organizational politics and political skill 334 337 340 344 346 347 348 351 354 358 ЗбО 361 Зб2 364 365 366 Зб9 369 370 375 375 376 376 378 379 388 393 394 397 398 400 404 407 408 409 415 415 416 416 421 425
426
Detailed Contents In Practice: How Uber beat the competition with a political campaign In Practice: Playing the office politics game In Practice: Boardroom battles and family feuds Multinationals and subsidiary politics Business elites and strategy Summary Exercises Case Study: The politics of strategy in a Mexican maquiladora 12 Strategic Change Learning objectives Introduction Types of change What is strategic change? In Practice: How the climate crisis is transforming the meaning of ‘sustainability’ in business In Practice: Blocking strategic change: The myth of the founding Tech Titan Implementing change Leading strategic change: Sensemaking,symbolism, communication Power, politics and resistance to strategic change Summary Exercises Case Study: Tekco: A strategic restructuring thatfailed Glossary References Index 428 434 437 440 444 451 451 452 457 457 458 459 461 467 473 476 483 489 497 498 499 505 517 581 xi |
| adam_txt |
About the Authors Online Resources Guided Tour Acknowledgements xiii xv xvii xix 1 Strategy: Theory and Practice - An Introduction 2 Strategy, Industry Competitive Forces andPositioning 39 3 Strategy, Resources and Capabilities 75 4 Strategy and Innovation 117 5 Strategy: Make or Buy? 163 6 Strategy and Collaboration 207 7 Strategy: Going Global 247 8 Strategy and Corporate Governance 293 1 9 Strategy Processes 333 10 Strategy as Practice 375 11 Strategy and Organizational Politics 415 12 Strategic Change 457 Glossary References Index 505 517 581
About the Authors Online Resources Guided Tour Acknowledgements 1 xiii xv xvii xix Strategy: Theory and Practice - An Introduction 1 Learning objectives Introduction Strategy’s antecedents in warcraft and statecraft The development of the field of strategy Overview of contemporary strategy In Practice: UNIQLO Strategy today Digital imperatives for a future agenda for strategy In Practice: Google Sustainability and strategy The limits of strategy Summary Exercises Case Study: Volkswagen and diesel 1 2 3 7 9 17 17 23 25 27 31 33 33 34 2 Strategy, Industry Competitive Forces and Positioning Learning objectives Introduction Business unit and corporate-level strategy Understanding the external macro environment Strategic groups Generic strategies In Practice: Sainsburys vs. Aldi Creating new markets: Blue ocean strategy In Practice: Games Workshop’s strategy Summary Exercises Case Study: Disney’s strategy and COVID-19 39 39 40 40 41 56 58 64 66 67 70 71 72
viii Detailed Contents 3 Strategy, Resources and Capabilities Learning objectives Introduction Resources and capabilities In Practice: McDonald’s: value creation and generic strategy Resource-based view (RBV) Introducing capabilities Dynamic and ordinary capabilities view In Practice: Haier Summary Exercises Case Study: Netflix versus Amazon: Dynamic capabilities for global success 4 Strategy and Innovation Learning objectives Introduction Understanding innovation In Practice: Creative destruction and fossil fuels Creating value and strategic advantage through innovation In Practice: Innovation in a pandemic: Mars Petcare and Securitas Enablers of strategic innovation In Practice: Intrinsically gendered innovation Summary Exercises Case Study: Innovating mobility by building a platform 5 Strategy: Make or Buy? Learning objectives Introduction Internalization: Vertical and horizontal integration In Practice: Netflix In Practice: Valeant Pharmaceuticals Externalization: Outsourcing In Practice: Outsourcing: Military contracting Transaction costs and the make or buy question Transaction Cost Economics (TCE) In Practice: Comcast and Disney theme park strategy Summary Exercises Case Study: After Disney closed one of its major studios, animation is under pressure in pandemic Hollywood 6 Strategy and Collaboration Learning objectives Introduction 75 75 76 76 85 87 93 99 106 110 111 112 117 117 118 119 122 131 132 144 148 157 158 159 163 163 164 165 166 168 174 174 186 186 193 202 202 203 207 207 208
Detailed Contents Inter-firm cooperation Strategic alliances In Practice: Amazon Fresh and supermarket alliances In Practice: Star Alliance: A global partnership of airlines Difficulties with strategic partnerships Managing collaboration In Practice: Collaborations in fashion Strategic networks In Practice: Foxconn: Car maker Open strategy Summary Exercises Case Study: PS5, Xbox and BMW: Chips and supply chains 7 Strategy: Going Global Learning objectives Introduction Multinational enterprises In Practice: Jardine Matheson In Practice: Multinational supply chains and famous brands In Practice: Headquarters and subsidiaries: Goldman Sachs BRICs Summary Exercises Case Study: Huawei 8 Strategy and Corporate Governance Learning objectives Introduction Corporate governance: Definition and history Corporate governance, the boardroom and strategy-making In Practice: Strategy and board oversight: Lehman Brothers In Practice: Corporate blind eyes at Boeing and Tesla Comparative corporate governance Corporate codes of ethics and corporate social responsibility (CSR) In Practice: Volkswagen’s ethics Corporate social responsibility and corporate governance In Practice: Danone, CEOs and progressive corporate governance In Practice: Is eco-taxation the answer? Summary Exercises Case Study: Big Tech’s corporate governance 208 212 214 220 221 224 229 230 235 237 242 243 243 247 247 248 250 252 255 262 275 287 288 289 293 293 294 294 301 303 305 309 315 317 321 321 325 329 Յ29 331 9 Strategy Processes 333 Learning objectives Introduction 333 334 ix
x Detailed Contents The planning school and emergent school: Contests and controversies In Practice: Honda’s entry into the US motorcycle industry: Rational analysis or emergent learning? Five problems of strategic planning, according to Mintzberg Mintzberg’s five Ps of strategy Andrew Pettigrew and process approaches In Practice: IKEA Strategy and learning processes Strategy and cultural processes Strategic sensemaking and storytelling In Practice: Strategy as a map? Strategy stories Organizational storytelling In Practice: Airbnb Stories as formal narratives In Practice: Apple: Every organization tells a story Discourses as storying Summary Exercises Case Study: University strategy and process approaches in perspective 10 Strategy as Practice Learning objectives Introduction Strategy as practice What do we mean by strategy AS practice? Strategy practice and communication What tools do strategists use? In Practice: Strategy practice and COVID-19 The tool makers: consultants and strategy In Practice: The management consulting masters? Strategy practitioners Strategic decision-making In Practice: Decision-making in the Cuban Missile Crisis Summary Exercises Case Study: Strategy practice in a strategic change project 11 Strategy and Organizational Politics Learning objectives Introduction Machiavelli Power in decision-making In Practice: The end of management power? Intra-organizational politics and political skill 334 337 340 344 346 347 348 351 354 358 ЗбО 361 Зб2 364 365 366 Зб9 369 370 375 375 376 376 378 379 388 393 394 397 398 400 404 407 408 409 415 415 416 416 421 425
426
Detailed Contents In Practice: How Uber beat the competition with a political campaign In Practice: Playing the office politics game In Practice: Boardroom battles and family feuds Multinationals and subsidiary politics Business elites and strategy Summary Exercises Case Study: The politics of strategy in a Mexican maquiladora 12 Strategic Change Learning objectives Introduction Types of change What is strategic change? In Practice: How the climate crisis is transforming the meaning of ‘sustainability’ in business In Practice: Blocking strategic change: The myth of the founding Tech Titan Implementing change Leading strategic change: Sensemaking,symbolism, communication Power, politics and resistance to strategic change Summary Exercises Case Study: Tekco: A strategic restructuring thatfailed Glossary References Index 428 434 437 440 444 451 451 452 457 457 458 459 461 467 473 476 483 489 497 498 499 505 517 581 xi |
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| spelling | Clegg, Stewart 1947- Verfasser (DE-588)120461862 aut Strategy theory and practice Stewart R. Clegg, Christos Pitelis, Jochen Schweitzer, Andrea Whittle 4th edition Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne Sage [2023] © 2023 xx, 593 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Strategische Planung (DE-588)4309237-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Strategische Planung (DE-588)4309237-8 s Strategisches Management (DE-588)4124261-0 s DE-604 Pitelēs, Chrēstos 1957- Verfasser (DE-588)137336470 aut Schweitzer, Jochen Verfasser (DE-588)1051461960 aut Whittle, Andrea Verfasser (DE-588)1203381328 aut Vorangegangen ist 978-1-5264-7878-8 Vorangegangen ist 978-1-52647-877-1 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033993288&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title_full | Strategy theory and practice Stewart R. Clegg, Christos Pitelis, Jochen Schweitzer, Andrea Whittle |
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| title_full_unstemmed | Strategy theory and practice Stewart R. Clegg, Christos Pitelis, Jochen Schweitzer, Andrea Whittle |
| title_short | Strategy |
| title_sort | strategy theory and practice |
| title_sub | theory and practice |
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