Strategic Management: Issues and Cases

FIGURES......Page 9
TABLES......Page 10
EXHIBITS......Page 11
PREFACE......Page 12
What is Strategy?......Page 13
Elements of Strategy......Page 14
Our Model of Strategy......Page 16
The Growth Vector......Page 19
Mission Statements......Page 22
Identity......Page 26
Theory of the Business......Page 27
Strategy Evaluation......Page 28
The Book in Brief......Page 29
What do we mean by ‘Environment’?......Page 30
How does one Analyse the Environment?......Page 31
The Nature of the Environment......Page 34
Structural Analysis of the Competitive Environment......Page 38
Identifying the Firm’s Competitive Position......Page 44
The Internal Environment: Resources and Capabilities......Page 53
SWOT Analysis......Page 58
Conclusion......Page 61
Strategic Choice......Page 63
Competitive Strategies......Page 64
Gaining Competitive Advantage......Page 74
Competitive Advantage through Resources and Capabilities......Page 82
Market Turbulence and Hypercompetition......Page 86
Dealing with the Opposition......Page 92
Conclusion......Page 95
Strategic Considerations......Page 98
Directional Strategies......Page 99
Methods of Development......Page 109
Portfolio Strategies......Page 112
Parenting Strategies......Page 116
Selecting Appropriate Strategies......Page 123
Corporate Objectives......Page 124
Organizational Issues and Strategy......Page 133
Peters and Waterman’s Excellent Organizations......Page 134
Japanese Organizations and Strategic Management......Page 137
Strategic Human Resource Management......Page 140
Magic Kingdoms?......Page 146
Critical Voices......Page 149
New Perspectives on Excellence: Built to Last and Good to Great......Page 150
Organization Design: Strategy and Structure......Page 152
Structuring for Complexity......Page 156
Parenting......Page 158
Competition and Co-operation......Page 161
Triggers for Change......Page 163
Radical Change......Page 164
The Incremental Approach to Change......Page 165
Radical and Incremental Change Compared......Page 166
Strategy Subsystems......Page 167
Managing Change......Page 169
The Innovating Organization......Page 171
Organizational Development and Strategy......Page 173
Change in Service Environments......Page 175
Strategic Management and Leadership......Page 177
Leaders on Leadership......Page 181
Leadership means Change......Page 185
Competence......Page 188
Competence, Organization and Human Resources......Page 190
Future Excellence......Page 192
Software Wars: Davids v. Goliath......Page 196
Strategy and Responsibility......Page 199
Epilogue......Page 203
Final Thought......Page 205
What Business are we in? Boots: the Journey to Well-being......Page 206
The Sad Fate of the Dodo......Page 209
Home Depot in the midst of Transformation......Page 210
The National Health Service: a case of too many trusts?......Page 214
Nokia: a Great Company in a Turbulent Market......Page 218
Rexam: a Classic Transformation......Page 221
Sainsbury: Stuck in the Middle Again......Page 224
Sony: Idei’s Vision......Page 229
GE: the Leadership Practices of Jack Welch......Page 233
Xerox: Capabilities Discovered but not Developed......Page 237
REFERENCES......Page 241
INDEX......Page 246