Exploring strategy:
Gespeichert in:
| Hauptverfasser: | , , , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow, England
Pearson
2023
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| Ausgabe: | thirteenth edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xxviii, 571 Seiten Illustrationen, Diagramme |
| ISBN: | 9781292428758 |
Internformat
MARC
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| 245 | 1 | 0 | |a Exploring strategy |c Richard Whittington (Saïd Business School, University of Oxford), Duncan Angwin (Nottingham University Business School), Patrick Regnér (Stockholm School of Economics), Gerry Johnson (Lancaster University Management School), Kevan Scholes (Sheffield Business School) ; with the assistance of Jason Evans, Clive Kerridge |
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Datensatz im Suchindex
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Illustrations and Thinking Differently Listof figures List of tables Cross-cutting themes Preface Exploring Strategy featu res Exploring Strategy Online Digital Courseware xvii xix xxii xxiii xxiv xxvi xxvii xxviii Chapter 1 Introducing strategy Chapter 2 Working with strategy 2 32 Part I The strategic position 59 Introduction to Part I 60 Chapters Macro-environment analysis 62 Chapter 4 Industry and sector analysis 90 Chapter 5 Resources and capabilities analysis 122 Chapter 6 Purpose and stakeholders 156 Chapter? Culture and strategy 184 Commentary on Part I The strategy lenses 211 Partii Strategic choices 227 Introduction to Part II 228 Chapters Business strategy and models 230 Chapter 9 Corporate strategy 262 V
Brief contents Chapter 10 International strategy 296 Chapter 11 Entrepreneurship and innovation 328 Chapter 12 Mergers, acquisitions and alliances 358 Commentary on Part II Strategic choices 389 Part III Strategy in action vi 393 Introduction to Part III 394 Chapter 13 Evaluating strategies 396 Chapter 14 Strategy development processes 428 Chapter 15 Implementing strategy 456 Chapter 16 Leadership and strategic change 482 Chapter 17 The practice of strategy 508 Commentary on Part III Strategy in action 536 Glossary Name index General index Acknowledgements 539 545 549 563
Illustrations and Thinking Differently List of figures List of tables Cross-cutting themes Preface Exploring Strategy features Exploring Strategy Online Digital Courseware 1 Introducing strategy xvii xix xxii xxiii xxiv xxvi xxvi i xxviii 2 Introduction 1.1.1 Why'Exploring Strategy'? 1.2 What is strategy? 1.2.1 Defining strategy 1.2.2 Purpose, vision, mission, objectives 1.2.3 Strategy statements 1.2.4 Levels of strategy 1.3 The Exploring Strategy Framework 1.3.1 Strategic position 1.3.2 Strategic choices 1.3.3 Strategy in action 1.3.4 Cross-cutting themes: non-profits, sustainability and digital transformation 1.4 Strategy careers 1.5 Studying strategy 1.6 Exploring strategy further 1.6.1 Exploring strategy in different organisational types 1.6.2 Exploring strategy through different 'strategy lenses' Key takeaways Work assignments Recommended key readings References Case example: A viable unicorn? Airbnb 17 19 21 22 22 23 24 25 25 25 27 2 Working with strategy 32 1.1 2.1 2.2 Introduction Strategic thinking 2.2.1 Thinking slow 2.2.2 Two brains 2.2.3 Checklists 3 3 5 5 8 9 12 13 14 15 16 33 34 34 34 35 vii
Contents 2.3 Strategic frameworks 2.3.1 SWOT analysis 2.3.2 Using multiple frameworks 2.3.3 Frameworks and theories 2.4 Strategic thinking techniques 2.4.1 Allocentricism 2.4.2 Issue trees 2.4.3 System mapping 2.5 Strategy analysis procedures 2.5.1 Analysing strategy cases 2.5.2 Analysing real organisations 2.6 Developing and communicating strategy 2.6.1 Developing a strategic plan 2.6.2 Good and bad strategy 2.6.3 Presenting strategy Key takeaways Recommended key readings References Case example: Cana/+: Competing with Giants 36 36 38 40 41 41 42 43 43 44 46 49 49 50 51 53 54 54 55 Part I The strategie position Introductioii to Part 1 3 Macro-environment analysis 62 3.1 3.2 63 64 67 68 69 71 73 75 77 77 78 79 79 83 84 84 84 87 Introduction PESTEL analysis 3.2.1 Political 3.2.2 Economic 3.2.3 Social 3.2.4 Technological 3.2.5 Ecological 3.2.6 Legal 3.2.7 Key drivers for change 3.3 Forecasting 3.3.1 Forecast approaches 3.3.2 Directions of change 3.4 Scenario analysis Key takeaways Work assignments Recommended key readings References Case example: Gasunie: hydrogen pipedreams viii 60
Contents 4 90 Industry and sector analysis Introduction Industry analysis 4.2.1 Defining the industry 4.2.2 The competitive forces 4.2.3 Implications of the Competitive Five Forces 4.3 Industry types and dynamics 4.3.1 Industry types 4.3.2 Industry structure dynamics 4.4 Ecosystems and complementors 4.4.1 Ecosystems 4.4.2 Complementors 4.5 Strategic groups and market segments 4.5.1 Strategic groups 4.5.2 Market segments Key takeaways Work assignments Recommended key readings References Case example: Game-changing digital forces in the global advertising industry 91 92 92 94 99 101 101 102 105 105 106 109 109 111 114 115 115 116 4.1 4.2 5 118 Resources and capabilities analysis Introduction Foundations of resources and capabilities 5.2.1 Resources and capabilities 5.2.2 Threshold and distinctive resources and capabilities 5.3 Distinctive resources and capabilities as a basis of competitive advantage 5.3.1 V-value of resources and capabilities 5.3.2 R-rarity 5.3.3 I - inimitability 5.3.4 О-organisational support 5.4 Analysing resources and capabilities 5.4.1 VRIO analysis 5.4.2 The value chain and value system 5.4.3 Activity systems 5.4.4 Benchmarking 5.5 Dynamic capabilities Key takeaways Work assignments Recommended key readings References Case example: Reconfiguring retailing resources 122 123 124 124 124 5.1 5.2 127 128 128 129 131 132 132 133 139 141 142 146 147 147 147 151 ix
Contents 6 Purpose and stakeholders 156 6.1 6.2 157 158 159 160 162 164 168 168 171 174 177 177 178 178 180 Culture and strategy 184 Introduction Organisational and stakeholder values 6.2.1 Organisationalvalues 6.2.2 Stakeholdergroups 6.2.3 Stakeholder mapping 6.2.4 Owners 6.3 Organisational purpose 6.3.1 Social responsibility 6.3.2 Managing hybrid organisations 6.4 Organisational governance Key takeaways Work assignments Recommended key readings References Case example: Petrobras: keep on trucking 7 Introduction History, geography and fields 7.2.1 Historical influences 7.2.2 Geographical influences 7.2.3 Field influences 7.3 Organisational culture 7.3.1 Analysing culture: the cultural web 7.4 Deliberate and emergent cultural impacts 7.4.1 Organisational identity 7,4.2 Strategic drift Key takeaways Work assignments Recommended key readings References Case example: Has Uber overcome the Übermensch? 185 186 186 190 191 194 195 200 200 200 204 205 205 205 208 Commentary on Part I The strategy lenses 211 Case example: How does Meta make strategy? 223 7.1 7.2 Part II Strategic choices Introduction to Part II 8 Business strategy and models 8.1 Introduction 228 230 231
Contents Competitive strategies 8.2.1 Cost-leadership strategy 8.2.2 Differentiation strategy 8.2.3 Focus strategy 8.2.4 Hybrid strategy 8.2.5 Blue Ocean Strategy 8.3 Interactive strategies 8.3.1 Interdependence between rivals 8.3.2 Game theory 8.4 Business models 8.4.1 Value creation, configurationand capture 8.4.2 Business model patterns 8.4.3 Multi-sided platforms and strategies Key takeaways Work assignments Recommended key readings References Case example: The (new) IKEA approach 232 233 237 239 240 241 242 243 244 247 247 250 251 254 254 255 255 257 9 Corporate strategy 262 Introduction Strategy directions 9.2.1 Market penetration 9.2.2 Market development 9.2.3 Product and service development 9.2.4 Unrelated diversification 9.3 Diversification drivers 9.4 Diversification and performance 9.5 Vertical integration 9.5.1 Forward and backward integration 9.5.2 To integrate orto outsource? 9.5.3 Divestment 9.6 Value creation and the corporate parent 9.6.1 Value-adding and value-destroying activities of corporate parents 9.6.2 The portfolio manager 9.6.3 The synergy manager 9.6.4 The parental developer 9.7 Portfolio matrices 9.7.1 The BCG (or growth/share) matrix 9.7.2 The directional policy (GE-McKinsey) matrix 9.7.3 The parenting matrix Key takeaways Work assignments Recommended key readings References Case example: Grand strategies in vision 263 264 265 267 267 268 268 270 272 272 273 275 276 8.2 9.1 9.2 276 279 279 281 281 283 284 285 287 288 288 288 291 xi
Contents 10 International strategy Introduction Internationalisation drivers Geographic sources of advantage 10.3.1 Locational advantage: Porter's diamond 10.3.2 The international value system 10.4 International strategies 10.5 Market selection and entry 10.5.1 Country and market characteristics 10.5.2 Competitive characteristics 10.5.3 Entry mode strategies 10.6 Subsidiary roles and strategies in multinational firms Key takeaways Work assignments Recommended key readings References Case example: Tomra's institutional challenges 297 298 302 303 306 306 310 310 313 316 318 320 320 321 321 324 11 Entrepreneurship and innovation 328 10.1 10.2 10.3 Introduction Entrepreneurship 11.2.1 Opportunity recognition 11.2.2 Entrepreneurial process steps 11.2.3 Stages of entrepreneurial growth 11.2.4 Social entrepreneurship 11.3 Innovation dilemmas 11.3.1 Technology push or market pull 11.3.2 Product or process innovation 11.3.3 Open or closed innovation 11.4 Innovation diffusion 11.4.1 The pace of diffusion 11.4.2 The diffusion S-curve 11.5 Innovators and imitators 11.5.1 First-mover advantages and disadvantages 11.5.2 The incumbent's response Key takeaways Work assignments Recommended key readings References Case example: Globalwork- Building a start-up in Colombia 329 330 330 331 333 335 336 338 339 340 342 342 344 345 345 347 350 350 351 351 354 12 Mergers, acquisitions and alliances 358 11.1 11.2 12.1 12.2 12.3 xii 296 Introduction Organic development Mergers and acquisitions 12.3.1 Defining M A 12.3.2 M A contexts 359 360 361 361 361
Contents 12.3.3 M A strategy 12.3.4 M A processes 12.3.5 M A strategy overtime 12.4 Strategic alliances 12.4.1 Types of strategic alliance 12.4.2 Motives for alliances 12.4.3 Strategic alliance processes 12.5 Comparing acquisitions, alliances and organic development 12.5.1 Buy, ally or DIY? 12.5.2 Key success factors Key takeaways Work assignments Recommended key readings References Case example: A successful exit: the acquisition of TopNet by Tunisie Telecom 362 366 371 371 372 374 375 379 379 381 382 383 383 383 386 Commentary on Part II Strategic choices 389 Part III Strategy in action Introduction to Part III 394 13 Evaluating strategies 396 Introduction Gap analysis 13.2.1 Performance measures 13.2.2 Performance comparisons 13.2.3 Complexities of performance analysis 13.3 SAFE 13.3.1 Suitability 13.3.2 Acceptability 13.3.3 Feasibility 13.3.4 Evaluation Key takeaways Work assignments Recommended key readings References Case example: ITV: DIY, buy or ally? 397 398 398 401 403 404 404 407 417 419 420 421 421 422 424 14 Strategy development processes 428 13.1 13.2 14.1 Introduction 14.2 Deliberate strategy development 14.2.1 The role of the strategic leader 14.2.2 Strategic planning systems 429 430 430 432 xiii
Contents 14.2.3 Externally imposed strategy Emergent strategy development 14.3.1 Logical incrementalism 14.3.2 Strategy as the outcome of political processes 14.3.3 Strategy as the result of organisational structures and systems 14.4 Implications for managing strategy development 14.4.1 Managing strategy development in different contexts Key takeaways Work assignments Recommended key readings References Case example: From Google to Alphabet to 'Moonshots': Strategy development twists and turns 451 14.3 15 Implementing strategy 15.1 15.2 440 442 444 446 447 447 447 456 Introduction Hard implementation 15.2.1 Structural types 15.2.2 Systems 15.3 Soft implementation 15.3.1 Cultural change 15.3.2 Sensemaking 15.3.3 Procedural justice 15.4 Integrating for implementation 15.4.1 Strategic alignment 15.4.2 Strategic configuration Key ta keaways Work assignments Recommended key readings References Case example: Tencent: third time lucky? 457 458 458 463 469 469 471 472 472 472 473 47 5 476 476 476 478 16 Leadership and strategic change 482 16.1 16.2 Introduction Leadership and strategic change 16.2.1 Strategic leadership roles 16.2.2 Leadership styles 16.3 Analysing the change context 16.3.1 Forcefield analysis 16.3.2 The change kaleidoscope 16.4 Types of strategic change 16.4.1 Strategic transformation 16.4.2 Turnaround 16.4.3 Ambidexterity 16.5 Levers for strategic change 16.5.1 A compelling case for change xiv 436 437 437 439 483 484 484 485 486 487 489 491 491 492 494 496 497
Contents 16.5.2 Challenging the taken for granted 16.5.3 Changing operational processes and routines 16.5.4 Symbolic management 16.5.5 Power and political systems 16.5.6 Timing 16.5.7 Visible short-term wins 16.6 Problematising change 16.6.1 The problems of formal change 16.6.2 Underestimating informal change 16.6.3 The need for resilience Key takeaways Work assignments Recommended key readings References Case example: The Festival d'Aix-en-Provence: leading change in a time of crisis 505 497 497 498 498 499 499 500 500 500 501 502 502 503 503 17 The practice of strategy 508 Introduction The strategists 17.2.1 Chief executives and directors 17.2.2 Strategic planners 17.2.3 Middle managers 17.2.4 External strategists 17.3 Strategising 17.3.1 Strategy analysis 17.3.2 Strategic issue-selling 17.3.3 Strategic decision making 17.3.4 Communicating strategy 17.4 Strategy methods 17.4.1 Digital strategy tools 17.4.2 Strategy workshops 17.4.3 Strategy projects 17.4.4 Hypothesis testing 17.4.5 Open strategy Key takeaways Work assignments Recommended key readings References Case example: Wikimedia'sOpen Strategy 509 510 510 512 514 515 515 516 516 519 521 522 522 522 524 525 526 528 529 529 529 533 Commentary on PartIII Strategy in action 536 Glossary Name index General index Acknowledgements 539 545 549 563 17.1 17.2 XV |
| adam_txt |
Illustrations and Thinking Differently Listof figures List of tables Cross-cutting themes Preface Exploring Strategy featu res Exploring Strategy Online Digital Courseware xvii xix xxii xxiii xxiv xxvi xxvii xxviii Chapter 1 Introducing strategy Chapter 2 Working with strategy 2 32 Part I The strategic position 59 Introduction to Part I 60 Chapters Macro-environment analysis 62 Chapter 4 Industry and sector analysis 90 Chapter 5 Resources and capabilities analysis 122 Chapter 6 Purpose and stakeholders 156 Chapter? Culture and strategy 184 Commentary on Part I The strategy lenses 211 Partii Strategic choices 227 Introduction to Part II 228 Chapters Business strategy and models 230 Chapter 9 Corporate strategy 262 V
Brief contents Chapter 10 International strategy 296 Chapter 11 Entrepreneurship and innovation 328 Chapter 12 Mergers, acquisitions and alliances 358 Commentary on Part II Strategic choices 389 Part III Strategy in action vi 393 Introduction to Part III 394 Chapter 13 Evaluating strategies 396 Chapter 14 Strategy development processes 428 Chapter 15 Implementing strategy 456 Chapter 16 Leadership and strategic change 482 Chapter 17 The practice of strategy 508 Commentary on Part III Strategy in action 536 Glossary Name index General index Acknowledgements 539 545 549 563
Illustrations and Thinking Differently List of figures List of tables Cross-cutting themes Preface Exploring Strategy features Exploring Strategy Online Digital Courseware 1 Introducing strategy xvii xix xxii xxiii xxiv xxvi xxvi i xxviii 2 Introduction 1.1.1 Why'Exploring Strategy'? 1.2 What is strategy? 1.2.1 Defining strategy 1.2.2 Purpose, vision, mission, objectives 1.2.3 Strategy statements 1.2.4 Levels of strategy 1.3 The Exploring Strategy Framework 1.3.1 Strategic position 1.3.2 Strategic choices 1.3.3 Strategy in action 1.3.4 Cross-cutting themes: non-profits, sustainability and digital transformation 1.4 Strategy careers 1.5 Studying strategy 1.6 Exploring strategy further 1.6.1 Exploring strategy in different organisational types 1.6.2 Exploring strategy through different 'strategy lenses' Key takeaways Work assignments Recommended key readings References Case example: A viable unicorn? Airbnb 17 19 21 22 22 23 24 25 25 25 27 2 Working with strategy 32 1.1 2.1 2.2 Introduction Strategic thinking 2.2.1 Thinking slow 2.2.2 Two brains 2.2.3 Checklists 3 3 5 5 8 9 12 13 14 15 16 33 34 34 34 35 vii
Contents 2.3 Strategic frameworks 2.3.1 SWOT analysis 2.3.2 Using multiple frameworks 2.3.3 Frameworks and theories 2.4 Strategic thinking techniques 2.4.1 Allocentricism 2.4.2 Issue trees 2.4.3 System mapping 2.5 Strategy analysis procedures 2.5.1 Analysing strategy cases 2.5.2 Analysing real organisations 2.6 Developing and communicating strategy 2.6.1 Developing a strategic plan 2.6.2 Good and bad strategy 2.6.3 Presenting strategy Key takeaways Recommended key readings References Case example: Cana/+: Competing with Giants 36 36 38 40 41 41 42 43 43 44 46 49 49 50 51 53 54 54 55 Part I The strategie position Introductioii to Part 1 3 Macro-environment analysis 62 3.1 3.2 63 64 67 68 69 71 73 75 77 77 78 79 79 83 84 84 84 87 Introduction PESTEL analysis 3.2.1 Political 3.2.2 Economic 3.2.3 Social 3.2.4 Technological 3.2.5 Ecological 3.2.6 Legal 3.2.7 Key drivers for change 3.3 Forecasting 3.3.1 Forecast approaches 3.3.2 Directions of change 3.4 Scenario analysis Key takeaways Work assignments Recommended key readings References Case example: Gasunie: hydrogen pipedreams viii 60
Contents 4 90 Industry and sector analysis Introduction Industry analysis 4.2.1 Defining the industry 4.2.2 The competitive forces 4.2.3 Implications of the Competitive Five Forces 4.3 Industry types and dynamics 4.3.1 Industry types 4.3.2 Industry structure dynamics 4.4 Ecosystems and complementors 4.4.1 Ecosystems 4.4.2 Complementors 4.5 Strategic groups and market segments 4.5.1 Strategic groups 4.5.2 Market segments Key takeaways Work assignments Recommended key readings References Case example: Game-changing digital forces in the global advertising industry 91 92 92 94 99 101 101 102 105 105 106 109 109 111 114 115 115 116 4.1 4.2 5 118 Resources and capabilities analysis Introduction Foundations of resources and capabilities 5.2.1 Resources and capabilities 5.2.2 Threshold and distinctive resources and capabilities 5.3 Distinctive resources and capabilities as a basis of competitive advantage 5.3.1 V-value of resources and capabilities 5.3.2 R-rarity 5.3.3 I - inimitability 5.3.4 О-organisational support 5.4 Analysing resources and capabilities 5.4.1 VRIO analysis 5.4.2 The value chain and value system 5.4.3 Activity systems 5.4.4 Benchmarking 5.5 Dynamic capabilities Key takeaways Work assignments Recommended key readings References Case example: Reconfiguring retailing resources 122 123 124 124 124 5.1 5.2 127 128 128 129 131 132 132 133 139 141 142 146 147 147 147 151 ix
Contents 6 Purpose and stakeholders 156 6.1 6.2 157 158 159 160 162 164 168 168 171 174 177 177 178 178 180 Culture and strategy 184 Introduction Organisational and stakeholder values 6.2.1 Organisationalvalues 6.2.2 Stakeholdergroups 6.2.3 Stakeholder mapping 6.2.4 Owners 6.3 Organisational purpose 6.3.1 Social responsibility 6.3.2 Managing hybrid organisations 6.4 Organisational governance Key takeaways Work assignments Recommended key readings References Case example: Petrobras: keep on trucking 7 Introduction History, geography and fields 7.2.1 Historical influences 7.2.2 Geographical influences 7.2.3 Field influences 7.3 Organisational culture 7.3.1 Analysing culture: the cultural web 7.4 Deliberate and emergent cultural impacts 7.4.1 Organisational identity 7,4.2 Strategic drift Key takeaways Work assignments Recommended key readings References Case example: Has Uber overcome the Übermensch? 185 186 186 190 191 194 195 200 200 200 204 205 205 205 208 Commentary on Part I The strategy lenses 211 Case example: How does Meta make strategy? 223 7.1 7.2 Part II Strategic choices Introduction to Part II 8 Business strategy and models 8.1 Introduction 228 230 231
Contents Competitive strategies 8.2.1 Cost-leadership strategy 8.2.2 Differentiation strategy 8.2.3 Focus strategy 8.2.4 Hybrid strategy 8.2.5 Blue Ocean Strategy 8.3 Interactive strategies 8.3.1 Interdependence between rivals 8.3.2 Game theory 8.4 Business models 8.4.1 Value creation, configurationand capture 8.4.2 Business model patterns 8.4.3 Multi-sided platforms and strategies Key takeaways Work assignments Recommended key readings References Case example: The (new) IKEA approach 232 233 237 239 240 241 242 243 244 247 247 250 251 254 254 255 255 257 9 Corporate strategy 262 Introduction Strategy directions 9.2.1 Market penetration 9.2.2 Market development 9.2.3 Product and service development 9.2.4 Unrelated diversification 9.3 Diversification drivers 9.4 Diversification and performance 9.5 Vertical integration 9.5.1 Forward and backward integration 9.5.2 To integrate orto outsource? 9.5.3 Divestment 9.6 Value creation and the corporate parent 9.6.1 Value-adding and value-destroying activities of corporate parents 9.6.2 The portfolio manager 9.6.3 The synergy manager 9.6.4 The parental developer 9.7 Portfolio matrices 9.7.1 The BCG (or growth/share) matrix 9.7.2 The directional policy (GE-McKinsey) matrix 9.7.3 The parenting matrix Key takeaways Work assignments Recommended key readings References Case example: Grand strategies in vision 263 264 265 267 267 268 268 270 272 272 273 275 276 8.2 9.1 9.2 276 279 279 281 281 283 284 285 287 288 288 288 291 xi
Contents 10 International strategy Introduction Internationalisation drivers Geographic sources of advantage 10.3.1 Locational advantage: Porter's diamond 10.3.2 The international value system 10.4 International strategies 10.5 Market selection and entry 10.5.1 Country and market characteristics 10.5.2 Competitive characteristics 10.5.3 Entry mode strategies 10.6 Subsidiary roles and strategies in multinational firms Key takeaways Work assignments Recommended key readings References Case example: Tomra's institutional challenges 297 298 302 303 306 306 310 310 313 316 318 320 320 321 321 324 11 Entrepreneurship and innovation 328 10.1 10.2 10.3 Introduction Entrepreneurship 11.2.1 Opportunity recognition 11.2.2 Entrepreneurial process steps 11.2.3 Stages of entrepreneurial growth 11.2.4 Social entrepreneurship 11.3 Innovation dilemmas 11.3.1 Technology push or market pull 11.3.2 Product or process innovation 11.3.3 Open or closed innovation 11.4 Innovation diffusion 11.4.1 The pace of diffusion 11.4.2 The diffusion S-curve 11.5 Innovators and imitators 11.5.1 First-mover advantages and disadvantages 11.5.2 The incumbent's response Key takeaways Work assignments Recommended key readings References Case example: Globalwork- Building a start-up in Colombia 329 330 330 331 333 335 336 338 339 340 342 342 344 345 345 347 350 350 351 351 354 12 Mergers, acquisitions and alliances 358 11.1 11.2 12.1 12.2 12.3 xii 296 Introduction Organic development Mergers and acquisitions 12.3.1 Defining M A 12.3.2 M A contexts 359 360 361 361 361
Contents 12.3.3 M A strategy 12.3.4 M A processes 12.3.5 M A strategy overtime 12.4 Strategic alliances 12.4.1 Types of strategic alliance 12.4.2 Motives for alliances 12.4.3 Strategic alliance processes 12.5 Comparing acquisitions, alliances and organic development 12.5.1 Buy, ally or DIY? 12.5.2 Key success factors Key takeaways Work assignments Recommended key readings References Case example: A successful exit: the acquisition of TopNet by Tunisie Telecom 362 366 371 371 372 374 375 379 379 381 382 383 383 383 386 Commentary on Part II Strategic choices 389 Part III Strategy in action Introduction to Part III 394 13 Evaluating strategies 396 Introduction Gap analysis 13.2.1 Performance measures 13.2.2 Performance comparisons 13.2.3 Complexities of performance analysis 13.3 SAFE 13.3.1 Suitability 13.3.2 Acceptability 13.3.3 Feasibility 13.3.4 Evaluation Key takeaways Work assignments Recommended key readings References Case example: ITV: DIY, buy or ally? 397 398 398 401 403 404 404 407 417 419 420 421 421 422 424 14 Strategy development processes 428 13.1 13.2 14.1 Introduction 14.2 Deliberate strategy development 14.2.1 The role of the strategic leader 14.2.2 Strategic planning systems 429 430 430 432 xiii
Contents 14.2.3 Externally imposed strategy Emergent strategy development 14.3.1 Logical incrementalism 14.3.2 Strategy as the outcome of political processes 14.3.3 Strategy as the result of organisational structures and systems 14.4 Implications for managing strategy development 14.4.1 Managing strategy development in different contexts Key takeaways Work assignments Recommended key readings References Case example: From Google to Alphabet to 'Moonshots': Strategy development twists and turns 451 14.3 15 Implementing strategy 15.1 15.2 440 442 444 446 447 447 447 456 Introduction Hard implementation 15.2.1 Structural types 15.2.2 Systems 15.3 Soft implementation 15.3.1 Cultural change 15.3.2 Sensemaking 15.3.3 Procedural justice 15.4 Integrating for implementation 15.4.1 Strategic alignment 15.4.2 Strategic configuration Key ta keaways Work assignments Recommended key readings References Case example: Tencent: third time lucky? 457 458 458 463 469 469 471 472 472 472 473 47 5 476 476 476 478 16 Leadership and strategic change 482 16.1 16.2 Introduction Leadership and strategic change 16.2.1 Strategic leadership roles 16.2.2 Leadership styles 16.3 Analysing the change context 16.3.1 Forcefield analysis 16.3.2 The change kaleidoscope 16.4 Types of strategic change 16.4.1 Strategic transformation 16.4.2 Turnaround 16.4.3 Ambidexterity 16.5 Levers for strategic change 16.5.1 A compelling case for change xiv 436 437 437 439 483 484 484 485 486 487 489 491 491 492 494 496 497
Contents 16.5.2 Challenging the taken for granted 16.5.3 Changing operational processes and routines 16.5.4 Symbolic management 16.5.5 Power and political systems 16.5.6 Timing 16.5.7 Visible short-term wins 16.6 Problematising change 16.6.1 The problems of formal change 16.6.2 Underestimating informal change 16.6.3 The need for resilience Key takeaways Work assignments Recommended key readings References Case example: The Festival d'Aix-en-Provence: leading change in a time of crisis 505 497 497 498 498 499 499 500 500 500 501 502 502 503 503 17 The practice of strategy 508 Introduction The strategists 17.2.1 Chief executives and directors 17.2.2 Strategic planners 17.2.3 Middle managers 17.2.4 External strategists 17.3 Strategising 17.3.1 Strategy analysis 17.3.2 Strategic issue-selling 17.3.3 Strategic decision making 17.3.4 Communicating strategy 17.4 Strategy methods 17.4.1 Digital strategy tools 17.4.2 Strategy workshops 17.4.3 Strategy projects 17.4.4 Hypothesis testing 17.4.5 Open strategy Key takeaways Work assignments Recommended key readings References Case example: Wikimedia'sOpen Strategy 509 510 510 512 514 515 515 516 516 519 521 522 522 522 524 525 526 528 529 529 529 533 Commentary on PartIII Strategy in action 536 Glossary Name index General index Acknowledgements 539 545 549 563 17.1 17.2 XV |
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| author | Whittington, Richard 1958- Regnér, Patrick Angwin, Duncan 1953- Johnson, Gerry Scholes, Kevan |
| author_GND | (DE-588)135996775 (DE-588)1079912347 (DE-588)1143566084 (DE-588)170321231 (DE-588)170426017 |
| author_facet | Whittington, Richard 1958- Regnér, Patrick Angwin, Duncan 1953- Johnson, Gerry Scholes, Kevan |
| author_role | aut aut aut aut aut |
| author_sort | Whittington, Richard 1958- |
| author_variant | r w rw p r pr d a da g j gj k s ks |
| building | Verbundindex |
| bvnumber | BV048943398 |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.28 |
| callnumber-search | HD30.28 |
| callnumber-sort | HD 230.28 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 360 QP 320 |
| ctrlnum | (OCoLC)1379799280 (DE-599)BVBBV048943398 |
| dewey-full | 658.4/012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | thirteenth edition |
| format | Book |
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| genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Fallstudiensammlung Lehrbuch |
| id | DE-604.BV048943398 |
| illustrated | Illustrated |
| index_date | 2024-07-03T21:58:31Z |
| indexdate | 2024-07-20T06:00:10Z |
| institution | BVB |
| isbn | 9781292428758 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034207251 |
| oclc_num | 1379799280 |
| open_access_boolean | |
| owner | DE-739 DE-473 DE-BY-UBG DE-1050 |
| owner_facet | DE-739 DE-473 DE-BY-UBG DE-1050 |
| physical | xxviii, 571 Seiten Illustrationen, Diagramme |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Pearson |
| record_format | marc |
| spelling | Whittington, Richard 1958- Verfasser (DE-588)135996775 aut Exploring strategy Richard Whittington (Saïd Business School, University of Oxford), Duncan Angwin (Nottingham University Business School), Patrick Regnér (Stockholm School of Economics), Gerry Johnson (Lancaster University Management School), Kevan Scholes (Sheffield Business School) ; with the assistance of Jason Evans, Clive Kerridge thirteenth edition Harlow, England Pearson 2023 xxviii, 571 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Strategische Planung (DE-588)4309237-8 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Planung (DE-588)4046235-3 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategie (DE-588)4057952-9 gnd rswk-swf Geschäftsplan (DE-588)4156961-1 gnd rswk-swf Business, Accounting & Vocational: Textbooks & Study Guides Business planning Strategic planning (DE-588)4522595-3 Fallstudiensammlung gnd-content (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Geschäftsplan (DE-588)4156961-1 s Strategie (DE-588)4057952-9 s Planung (DE-588)4046235-3 s Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s Regnér, Patrick Verfasser (DE-588)1079912347 aut Angwin, Duncan 1953- Verfasser (DE-588)1143566084 aut Johnson, Gerry Verfasser (DE-588)170321231 aut Scholes, Kevan Verfasser (DE-588)170426017 aut Evans, Jason oth Kerridge, Clive oth Erscheint auch als Online-Ausgabe, ePub 978-1-292-42881-9 Digitalisierung UB Passau - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034207251&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Whittington, Richard 1958- Regnér, Patrick Angwin, Duncan 1953- Johnson, Gerry Scholes, Kevan Exploring strategy Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Planung (DE-588)4046235-3 gnd Strategisches Management (DE-588)4124261-0 gnd Strategie (DE-588)4057952-9 gnd Geschäftsplan (DE-588)4156961-1 gnd |
| subject_GND | (DE-588)4309237-8 (DE-588)4078609-2 (DE-588)4046235-3 (DE-588)4124261-0 (DE-588)4057952-9 (DE-588)4156961-1 (DE-588)4522595-3 (DE-588)4123623-3 |
| title | Exploring strategy |
| title_auth | Exploring strategy |
| title_exact_search | Exploring strategy |
| title_exact_search_txtP | Exploring strategy |
| title_full | Exploring strategy Richard Whittington (Saïd Business School, University of Oxford), Duncan Angwin (Nottingham University Business School), Patrick Regnér (Stockholm School of Economics), Gerry Johnson (Lancaster University Management School), Kevan Scholes (Sheffield Business School) ; with the assistance of Jason Evans, Clive Kerridge |
| title_fullStr | Exploring strategy Richard Whittington (Saïd Business School, University of Oxford), Duncan Angwin (Nottingham University Business School), Patrick Regnér (Stockholm School of Economics), Gerry Johnson (Lancaster University Management School), Kevan Scholes (Sheffield Business School) ; with the assistance of Jason Evans, Clive Kerridge |
| title_full_unstemmed | Exploring strategy Richard Whittington (Saïd Business School, University of Oxford), Duncan Angwin (Nottingham University Business School), Patrick Regnér (Stockholm School of Economics), Gerry Johnson (Lancaster University Management School), Kevan Scholes (Sheffield Business School) ; with the assistance of Jason Evans, Clive Kerridge |
| title_short | Exploring strategy |
| title_sort | exploring strategy |
| topic | Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Planung (DE-588)4046235-3 gnd Strategisches Management (DE-588)4124261-0 gnd Strategie (DE-588)4057952-9 gnd Geschäftsplan (DE-588)4156961-1 gnd |
| topic_facet | Strategische Planung Unternehmensplanung Planung Strategisches Management Strategie Geschäftsplan Fallstudiensammlung Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034207251&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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