Business Strategy and Competitive Advantage: A Reinterpretation of Michael Porter’s Work

Cover
Half Title
Series Page
Title Page
Copyright Page
Contents
Tables
Figures
Preface
1. Shifting Paradigms in Business Competition
	Introduction and context
	The evolution of economic thought: From cost control to the affirmation of the knowledge economy
	New economic paradigms
	Conceptual and practical understanding of the purpose of the company
	Purpose and academic discourse
	The purpose and success of the company
	Measuring business success
	Balancing business models and company strategy
	Notes
	References
2. Porter's Contribution to Strategic Management
	The paradoxical foundation of strategic management
	Theoretical framework of strategic management
	Porter's contribution to the development of the new paradigm
	The transition of the course business policy into the course business strategy
	Porter's theoretical ground for developing this discipline
	Criticism of Porter's contribution to strategic management
	Note
	References
3. Competitive Advantage
	Creating sustainable competitive advantage
	Business strategy and operational effectiveness
	Economic and social benefits
	The approaches to creating and sustaining competitive advantage
	The perspectives of the structural approach
	The perspectives of the resource approach
	Porter's critic of the resource approach
	Notes
	References
4. Environmental Analysis: Porter's Five Competitive Forces Concept
	Strategic environmental analysis
	Constructs of environmental strategic analysis
		Industry analysis
			Entry barriers - the danger of newcomers
			The negotiation power of suppliers - the danger of suppliers
			The negotiation power of buyers - the danger of buyers
			Substitute pressure - the danger of substitutes
			Competition intensity - the rivalry of competitors
		Strategic group analysis
		Competitors analysis from the environmental perspective
	Notes
	References
5. Company Analysis: Porter's Value Chain Concept
	Strategic company analysis
	Constructs of strategic company analysis
		Value chain analysis
			Low cost
			Differentiation
		Strategic activities analysis
		Competitors analysis from the company perspective
	Notes
	References
6. The Company and Environmental Interaction: Porter's Concept of Generic Strategies
	The company and environment interaction
	Business strategy - the manner of interaction between the company and the environment
	Porter's generic strategies
	Competitive advantage
	Competitive volume
	Competitive strategies
	Strategists
	The planning components
	The action component
	The interaction between the planning and the action component
	The sustainability of generic strategies
	The sustainability of overall cost leadership
	The sustainability of differentiation
	The sustainability of focus
	Upgrading Porter's generic strategies concept
	The stuck-in-the-middle position
	Following more than one generic strategy
	Notes
	References
7. Porter's New View on Competitive Advantage: Green and Competitive
	Reasons "for" and "against" organisational involvement in social activities
	Levels of corporate social responsibility
	"How green your business is"
	Porter's modified matrix of business strategies
	Digital transformation strategy
	Notes
	References
Index