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Exploring strategy : text and cases / / Gerry Johnson, Richard Whittington, Kevan Scholes, Duncan Angwin, Patrick Regnér ; with the assistance of Steve Pyle
| Exploring strategy : text and cases / / Gerry Johnson, Richard Whittington, Kevan Scholes, Duncan Angwin, Patrick Regnér ; with the assistance of Steve Pyle |
| Autore | Johnson Gerry |
| Edizione | [Tenth edition.] |
| Pubbl/distr/stampa | Harlow, England : , : Pearson Education Limited, , 2014 |
| Descrizione fisica | 1 online resource (783 pages) : illustrations |
| Disciplina | 658.4012 |
| Soggetto topico |
Business planning
Strategic planning |
| ISBN |
9781292006895
1292006897 9781292006888 1292006889 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Contents -- Illustrations and Key Debates -- Figures -- Tables -- Preface -- Exploring Strategy -- Guided Tour -- 1 INTRODUCING STRATEGY -- Learning outcomes -- Key terms -- 1.1 INTRODUCTION -- 1.2 WHAT IS STRATEGY? -- 1.2.1 Defining strategy -- 1.2.2 Levels of strategy -- 1.2.3 Strategy statements -- 1.3 THE EXPLORING STRATEGY MODEL -- 1.3.1 Strategic position -- 1.3.2 Strategic choices -- 1.3.3 Strategy in action -- 1.4 WORKING WITH STRATEGY -- 1.5 STUDYING STRATEGY -- 1.6 DOING STRATEGY DIFFERENTLY -- 1.6.1 Exploring strategy in different contexts -- 1.6.2 Exploring strategy through different 'strategy lenses' -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Glastonbury: from hippy weekend to international festival -- Part I THE STRATEGIC POSITION -- INTRODUCTION TO PART I -- 2 THE ENVIRONMENT -- Learning outcomes -- Key terms -- 2.1 INTRODUCTION -- 2.2 THE MACRO-ENVIRONMENT -- 2.2.1 The PESTEL framework -- 2.2.2 Building scenarios -- 2.3 INDUSTRIES AND SECTORS -- 2.3.1 Competitive forces - the Five Forces Framework -- 2.3.2 The dynamics of industry structure -- 2.4 COMPETITORS AND MARKETS -- 2.4.1 Strategic groups -- 2.4.2 Market segments -- 2.4.3 Competitor analysis and 'Blue Oceans' -- 2.5 OPPORTUNITIES AND THREATS -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Global forces and the advertising industry -- 3 STRATEGIC CAPABILITIES -- Learning outcomes -- Key terms -- 3.1 INTRODUCTION -- 3.2 FOUNDATIONS OF STRATEGIC CAPABILITY -- 3.2.1 Resources and competences -- 3.2.2 Dynamic capabilities -- 3.2.3 Threshold and distinctive capabilities -- 3.3 'VRIO' STRATEGIC CAPABILITIES AS A BASIS OF COMPETITIVE ADVANTAGE -- 3.3.1 V - value of strategic capabilities -- 3.3.2 R - rarity -- 3.3.3 I - inimitability.
3.3.4 O - organisational support -- 3.3.5 Organisational knowledge as a basis of competitive advantage -- 3.4 DIAGNOSING STRATEGIC CAPABILITIES -- 3.4.1 Benchmarking -- 3.4.2 The value chain and value system -- 3.4.3 Activity systems -- 3.4.4 SWOT -- 3.5 MANAGING STRATEGIC CAPABILITY -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Rocket Internet - will the copycat be imitated? -- 4 STRATEGIC PURPOSE -- Learning outcomes -- Key terms -- 4.1 INTRODUCTION -- 4.2 MISSION, VISION, VALUES AND OBJECTIVES -- 4.3 OWNERS AND MANAGERS -- 4.3.1 Ownership models -- 4.3.2 Corporate governance -- 4.3.3 Different governance models -- 4.3.4 How boards of directors influence strategy -- 4.4 STAKEHOLDER EXPECTATIONS -- 4.4.1 Stakeholder groups -- 4.4.2 Stakeholder mapping -- 4.4.3 Power -- 4.5 SOCIAL RESPONSIBILITY AND ETHICS -- 4.5.1 Corporate social responsibility -- 4.5.2 The ethics of individuals and managers -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Drinking partners: India's United Breweries Holdings Ltd -- 5 CULTURE AND STRATEGY -- Learning outcomes -- Key terms -- 5.1 INTRODUCTION -- 5.2 WHY IS HISTORY IMPORTANT? -- 5.2.1 Path dependency -- 5.2.2 Historical analysis -- 5.3 WHAT IS CULTURE AND WHY IS IT IMPORTANT? -- 5.3.1 Geographically based cultures -- 5.3.2 Organisational fields -- 5.3.3 Organisational culture -- 5.3.4 Organisational subcultures -- 5.3.5 Culture's influence on strategy -- 5.3.6 Analysing culture: the cultural web -- 5.3.7 Undertaking cultural analysis -- 5.4 STRATEGIC DRIFT -- 5.4.1 Incremental strategic change -- 5.4.2 The tendency towards strategic drift -- 5.4.3 A period of flux -- 5.4.4 Transformational change or death -- SUMMARY -- WORK ASSIGNMENTS -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS. REFERENCES -- Case example: Bonuses and 'gaming' at Barclays Bank -- COMMENTARY ON PART I THE STRATEGY LENSES AND THE STRATEGIC POSITION -- Part II STRATEGIC CHOICES -- INTRODUCTION TO PART II -- 6 BUSINESS STRATEGY -- Learning outcomes -- Key terms -- 6.1 INTRODUCTION -- 6.2 IDENTIFYING STRATEGIC BUSINESS UNITS -- 6.3 GENERIC COMPETITIVE STRATEGIES -- 6.3.1 Cost leadership -- 6.3.2 Differentiation strategies -- 6.3.3 Focus strategies -- 6.3.4 'Stuck in the middle'? -- 6.3.5 The Strategy Clock -- 6.3.6 Lock-in and sustainable business strategies -- 6.4 INTERACTIVE STRATEGIES -- 6.4.1 Interactive price and quality strategies -- 6.4.2 Interactive strategies in hypercompetition -- 6.4.3 Cooperative strategy -- 6.4.4 Game theory -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: The IKEA approach -- 7 CORPORATE STRATEGY AND DIVERSIFICATION -- Learning objectives -- Key terms -- 7.1 INTRODUCTION -- 7.2 STRATEGY DIRECTIONS -- 7.2.1 Market penetration -- 7.2.2 Product development -- 7.2.3 Market development -- 7.2.4 Conglomerate diversification -- 7.3 DIVERSIFICATION DRIVERS -- 7.4 DIVERSIFICATION AND PERFORMANCE -- 7.5 VERTICAL INTEGRATION -- 7.5.1 Forward and backward integration -- 7.5.2 To integrate or to outsource? -- 7.6 VALUE CREATION AND THE CORPORATE PARENT -- 7.6.1 Value-adding and value-destroying activities of corporate parents -- 7.6.2 The portfolio manager -- 7.6.3 The synergy manager -- 7.6.4 The parental developer -- 7.7 PORTFOLIO MATRICES -- 7.7.1 The BCG (or growth/share) matrix -- 7.7.2 The directional policy (GE-McKinsey) matrix -- 7.7.3 The parenting matrix -- SUMMARY -- WORK ASSIGNMENTS -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Strategic development at Virgin 2013 -- 8 INTERNATIONAL STRATEGY -- Learning outcomes -- Key terms. 8.1 INTRODUCTION -- 8.2 INTERNATIONALISATION DRIVERS -- 8.3 GEOGRAPHIC SOURCES OF ADVANTAGE -- 8.3.1 Locational advantage: Porter's Diamond -- 8.3.2 The international value system -- 8.4 INTERNATIONAL STRATEGIES -- 8.5 MARKET SELECTION AND ENTRY -- 8.5.1 Market characteristics -- 8.5.2 Competitive characteristics -- 8.5.3 Entry modes -- 8.6 INTERNATIONALISATION AND PERFORMANCE -- 8.7 ROLES IN AN INTERNATIONAL PORTFOLIO -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: China comes to Hollywood: Wanda's acquisition of AMC -- 9 INNOVATION AND ENTREPRENEURSHIP -- Learning outcomes -- Key terms -- 9.1 INTRODUCTION -- 9.2 INNOVATION DILEMMAS -- 9.2.1 Technology push or market pull -- 9.2.2 Product or process innovation -- 9.2.3 Open or closed innovation -- 9.2.4 Technological or business model innovation -- 9.3 INNOVATION DIFFUSION -- 9.3.1 The pace of diffusion -- 9.3.2 The diffusion S-curve -- 9.4 INNOVATORS AND FOLLOWERS -- 9.4.1 First-mover advantages and disadvantages -- 9.4.2 First or second? -- 9.4.3 The incumbent's response -- 9.5 ENTREPRENEURSHIP AND RELATIONSHIPS -- 9.5.1 Stages of entrepreneurial growth -- 9.5.2 Entrepreneurial strategies -- 9.5.3 Entrepreneurial relationships -- 9.5.4 Social entrepreneurship -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Rovio Entertainment: Disney of the smart phone age? -- 10 MERGERS, ACQUISITIONS AND ALLIANCES -- Learning outcomes -- Key terms -- 10.1 INTRODUCTION -- 10.2 ORGANIC DEVELOPMENT -- 10.3 MERGERS AND ACQUISITIONS -- 10.3.1 Types of mergers and acquisitions -- 10.3.2 Timing of mergers and acquisitions -- 10.3.3 Motives for mergers and acquisitions -- 10.3.4 M&A processes -- 10.3.5 M&A strategy over time -- 10.4 STRATEGIC ALLIANCES -- 10.4.1 Types of strategic alliance. 10.4.2 Motives for alliances -- 10.4.3 Strategic alliance processes -- 10.5 COMPARING ACQUISITIONS, ALLIANCES AND ORGANIC DEVELOPMENT -- 10.5.1 Buy, ally or DIY? -- 10.5.2 Key success factors -- SUMMARY -- WORK ASSIGNMENTS -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: 'Final Fantasy?' Acquisitions and alliances in electronic games -- COMMENTARY ON PART II STRATEGIC CHOICES -- Part III STRATEGY IN ACTION -- INTRODUCTION TO PART III -- 11 EVALUATING STRATEGIES -- Learning outcomes -- Key terms -- 11.1 INTRODUCTION -- 11.2 ORGANISATIONAL PERFORMANCE -- 11.2.1 Performance measures -- 11.2.2 Performance comparisons -- 11.2.3 Gap analysis -- 11.2.4 Complexities of performance analysis -- 11.3 SUITABILITY -- 11.3.1 Ranking -- 11.3.2 Screening through scenarios -- 11.3.3 Screening for bases of competitive advantage -- 11.3.4 Decision trees -- 11.3.5 Life-cycle analysis -- 11.4 ACCEPTABILITY -- 11.4.1 Risk -- 11.4.2 Returns -- 11.4.3 Reaction of stakeholders -- 11.5 FEASIBILITY -- 11.5.1 Financial feasibility -- 11.5.2 People and skills -- 11.5.3 Integrating resources -- 11.6 EVALUATION CRITERIA: FOUR QUALIFICATIONS -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: EasySolution -- 12 STRATEGY DEVELOPMENT PROCESSES -- Learning outcomes -- Key terms -- 12.1 INTRODUCTION -- 12.2 DELIBERATE STRATEGY DEVELOPMENT -- 12.2.1 The role of the strategic leader -- 12.2.2 Strategic planning systems -- 12.2.3 Externally imposed strategy -- 12.3 EMERGENT STRATEGY DEVELOPMENT -- 12.3.1 Logical incrementalism -- 12.3.2 Strategy as the outcome of political processes -- 12.3.3 Strategy as continuity -- 12.3.4 Strategy as the product of organisational systems -- 12.4 IMPLICATIONS FOR MANAGING STRATEGY DEVELOPMENT -- 12.4.1 Strategy development in different contexts. 12.4.2 Managing deliberate and emergent strategy. |
| Record Nr. | UNINA-9910153077403321 |
Johnson Gerry
|
||
| Harlow, England : , : Pearson Education Limited, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Exploring strategy
| Exploring strategy |
| Autore | Johnson Gerry |
| Edizione | [10th ed.] |
| Pubbl/distr/stampa | [Place of publication not identified], : Pearson, 2014 |
| Descrizione fisica | 1 online resource (593 pages) |
| Disciplina | 658.4/012 |
| Altri autori (Persone) |
WhittingtonRichard
ScholesKevan AngwinDuncan RegnérPatrick |
| Soggetto topico |
Business planning
Strategic planning Management Business & Economics Management Theory |
| ISBN | 1-292-00694-3 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Contents -- Illustrations and Key Debates -- Figures -- Tables -- Preface -- Exploring Strategy -- Guided Tour -- 1 INTRODUCING STRATEGY -- Learning outcomes -- Key terms -- 1.1 INTRODUCTION -- 1.2 WHAT IS STRATEGY? -- 1.2.1 Defining strategy -- 1.2.2 Levels of strategy -- 1.2.3 Strategy statements -- 1.3 THE EXPLORING STRATEGY MODEL -- 1.3.1 Strategic position -- 1.3.2 Strategic choices -- 1.3.3 Strategy in action -- 1.4 WORKING WITH STRATEGY -- 1.5 STUDYING STRATEGY -- 1.6 DOING STRATEGY DIFFERENTLY -- 1.6.1 Exploring strategy in different contexts -- 1.6.2 Exploring strategy through different 'strategy lenses' -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Glastonbury: from hippy weekend to international festival -- Part I THE STRATEGIC POSITION -- INTRODUCTION TO PART I -- 2 THE ENVIRONMENT -- Learning outcomes -- Key terms -- 2.1 INTRODUCTION -- 2.2 THE MACRO-ENVIRONMENT -- 2.2.1 The PESTEL framework -- 2.2.2 Building scenarios -- 2.3 INDUSTRIES AND SECTORS -- 2.3.1 Competitive forces - the Five Forces Framework -- 2.3.2 The dynamics of industry structure -- 2.4 COMPETITORS AND MARKETS -- 2.4.1 Strategic groups -- 2.4.2 Market segments -- 2.4.3 Competitor analysis and 'Blue Oceans' -- 2.5 OPPORTUNITIES AND THREATS -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Global forces and the advertising industry -- 3 STRATEGIC CAPABILITIES -- Learning outcomes -- Key terms -- 3.1 INTRODUCTION -- 3.2 FOUNDATIONS OF STRATEGIC CAPABILITY -- 3.2.1 Resources and competences -- 3.2.2 Dynamic capabilities -- 3.2.3 Threshold and distinctive capabilities -- 3.3 'VRIO' STRATEGIC CAPABILITIES AS A BASIS OF COMPETITIVE ADVANTAGE -- 3.3.1 V - value of strategic capabilities -- 3.3.2 R - rarity -- 3.3.3 I - inimitability.
3.3.4 O - organisational support -- 3.3.5 Organisational knowledge as a basis of competitive advantage -- 3.4 DIAGNOSING STRATEGIC CAPABILITIES -- 3.4.1 Benchmarking -- 3.4.2 The value chain and value system -- 3.4.3 Activity systems -- 3.4.4 SWOT -- 3.5 MANAGING STRATEGIC CAPABILITY -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Rocket Internet - will the copycat be imitated? -- 4 STRATEGIC PURPOSE -- Learning outcomes -- Key terms -- 4.1 INTRODUCTION -- 4.2 MISSION, VISION, VALUES AND OBJECTIVES -- 4.3 OWNERS AND MANAGERS -- 4.3.1 Ownership models -- 4.3.2 Corporate governance -- 4.3.3 Different governance models -- 4.3.4 How boards of directors influence strategy -- 4.4 STAKEHOLDER EXPECTATIONS -- 4.4.1 Stakeholder groups -- 4.4.2 Stakeholder mapping -- 4.4.3 Power -- 4.5 SOCIAL RESPONSIBILITY AND ETHICS -- 4.5.1 Corporate social responsibility -- 4.5.2 The ethics of individuals and managers -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Drinking partners: India's United Breweries Holdings Ltd -- 5 CULTURE AND STRATEGY -- Learning outcomes -- Key terms -- 5.1 INTRODUCTION -- 5.2 WHY IS HISTORY IMPORTANT? -- 5.2.1 Path dependency -- 5.2.2 Historical analysis -- 5.3 WHAT IS CULTURE AND WHY IS IT IMPORTANT? -- 5.3.1 Geographically based cultures -- 5.3.2 Organisational fields -- 5.3.3 Organisational culture -- 5.3.4 Organisational subcultures -- 5.3.5 Culture's influence on strategy -- 5.3.6 Analysing culture: the cultural web -- 5.3.7 Undertaking cultural analysis -- 5.4 STRATEGIC DRIFT -- 5.4.1 Incremental strategic change -- 5.4.2 The tendency towards strategic drift -- 5.4.3 A period of flux -- 5.4.4 Transformational change or death -- SUMMARY -- WORK ASSIGNMENTS -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS. REFERENCES -- Case example: Bonuses and 'gaming' at Barclays Bank -- COMMENTARY ON PART I THE STRATEGY LENSES AND THE STRATEGIC POSITION -- Part II STRATEGIC CHOICES -- INTRODUCTION TO PART II -- 6 BUSINESS STRATEGY -- Learning outcomes -- Key terms -- 6.1 INTRODUCTION -- 6.2 IDENTIFYING STRATEGIC BUSINESS UNITS -- 6.3 GENERIC COMPETITIVE STRATEGIES -- 6.3.1 Cost leadership -- 6.3.2 Differentiation strategies -- 6.3.3 Focus strategies -- 6.3.4 'Stuck in the middle'? -- 6.3.5 The Strategy Clock -- 6.3.6 Lock-in and sustainable business strategies -- 6.4 INTERACTIVE STRATEGIES -- 6.4.1 Interactive price and quality strategies -- 6.4.2 Interactive strategies in hypercompetition -- 6.4.3 Cooperative strategy -- 6.4.4 Game theory -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: The IKEA approach -- 7 CORPORATE STRATEGY AND DIVERSIFICATION -- Learning objectives -- Key terms -- 7.1 INTRODUCTION -- 7.2 STRATEGY DIRECTIONS -- 7.2.1 Market penetration -- 7.2.2 Product development -- 7.2.3 Market development -- 7.2.4 Conglomerate diversification -- 7.3 DIVERSIFICATION DRIVERS -- 7.4 DIVERSIFICATION AND PERFORMANCE -- 7.5 VERTICAL INTEGRATION -- 7.5.1 Forward and backward integration -- 7.5.2 To integrate or to outsource? -- 7.6 VALUE CREATION AND THE CORPORATE PARENT -- 7.6.1 Value-adding and value-destroying activities of corporate parents -- 7.6.2 The portfolio manager -- 7.6.3 The synergy manager -- 7.6.4 The parental developer -- 7.7 PORTFOLIO MATRICES -- 7.7.1 The BCG (or growth/share) matrix -- 7.7.2 The directional policy (GE-McKinsey) matrix -- 7.7.3 The parenting matrix -- SUMMARY -- WORK ASSIGNMENTS -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Strategic development at Virgin 2013 -- 8 INTERNATIONAL STRATEGY -- Learning outcomes -- Key terms. 8.1 INTRODUCTION -- 8.2 INTERNATIONALISATION DRIVERS -- 8.3 GEOGRAPHIC SOURCES OF ADVANTAGE -- 8.3.1 Locational advantage: Porter's Diamond -- 8.3.2 The international value system -- 8.4 INTERNATIONAL STRATEGIES -- 8.5 MARKET SELECTION AND ENTRY -- 8.5.1 Market characteristics -- 8.5.2 Competitive characteristics -- 8.5.3 Entry modes -- 8.6 INTERNATIONALISATION AND PERFORMANCE -- 8.7 ROLES IN AN INTERNATIONAL PORTFOLIO -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: China comes to Hollywood: Wanda's acquisition of AMC -- 9 INNOVATION AND ENTREPRENEURSHIP -- Learning outcomes -- Key terms -- 9.1 INTRODUCTION -- 9.2 INNOVATION DILEMMAS -- 9.2.1 Technology push or market pull -- 9.2.2 Product or process innovation -- 9.2.3 Open or closed innovation -- 9.2.4 Technological or business model innovation -- 9.3 INNOVATION DIFFUSION -- 9.3.1 The pace of diffusion -- 9.3.2 The diffusion S-curve -- 9.4 INNOVATORS AND FOLLOWERS -- 9.4.1 First-mover advantages and disadvantages -- 9.4.2 First or second? -- 9.4.3 The incumbent's response -- 9.5 ENTREPRENEURSHIP AND RELATIONSHIPS -- 9.5.1 Stages of entrepreneurial growth -- 9.5.2 Entrepreneurial strategies -- 9.5.3 Entrepreneurial relationships -- 9.5.4 Social entrepreneurship -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: Rovio Entertainment: Disney of the smart phone age? -- 10 MERGERS, ACQUISITIONS AND ALLIANCES -- Learning outcomes -- Key terms -- 10.1 INTRODUCTION -- 10.2 ORGANIC DEVELOPMENT -- 10.3 MERGERS AND ACQUISITIONS -- 10.3.1 Types of mergers and acquisitions -- 10.3.2 Timing of mergers and acquisitions -- 10.3.3 Motives for mergers and acquisitions -- 10.3.4 M&A processes -- 10.3.5 M&A strategy over time -- 10.4 STRATEGIC ALLIANCES -- 10.4.1 Types of strategic alliance. 10.4.2 Motives for alliances -- 10.4.3 Strategic alliance processes -- 10.5 COMPARING ACQUISITIONS, ALLIANCES AND ORGANIC DEVELOPMENT -- 10.5.1 Buy, ally or DIY? -- 10.5.2 Key success factors -- SUMMARY -- WORK ASSIGNMENTS -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: 'Final Fantasy?' Acquisitions and alliances in electronic games -- COMMENTARY ON PART II STRATEGIC CHOICES -- Part III STRATEGY IN ACTION -- INTRODUCTION TO PART III -- 11 EVALUATING STRATEGIES -- Learning outcomes -- Key terms -- 11.1 INTRODUCTION -- 11.2 ORGANISATIONAL PERFORMANCE -- 11.2.1 Performance measures -- 11.2.2 Performance comparisons -- 11.2.3 Gap analysis -- 11.2.4 Complexities of performance analysis -- 11.3 SUITABILITY -- 11.3.1 Ranking -- 11.3.2 Screening through scenarios -- 11.3.3 Screening for bases of competitive advantage -- 11.3.4 Decision trees -- 11.3.5 Life-cycle analysis -- 11.4 ACCEPTABILITY -- 11.4.1 Risk -- 11.4.2 Returns -- 11.4.3 Reaction of stakeholders -- 11.5 FEASIBILITY -- 11.5.1 Financial feasibility -- 11.5.2 People and skills -- 11.5.3 Integrating resources -- 11.6 EVALUATION CRITERIA: FOUR QUALIFICATIONS -- SUMMARY -- VIDEO ASSIGNMENTS -- WORK ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- Case example: EasySolution -- 12 STRATEGY DEVELOPMENT PROCESSES -- Learning outcomes -- Key terms -- 12.1 INTRODUCTION -- 12.2 DELIBERATE STRATEGY DEVELOPMENT -- 12.2.1 The role of the strategic leader -- 12.2.2 Strategic planning systems -- 12.2.3 Externally imposed strategy -- 12.3 EMERGENT STRATEGY DEVELOPMENT -- 12.3.1 Logical incrementalism -- 12.3.2 Strategy as the outcome of political processes -- 12.3.3 Strategy as continuity -- 12.3.4 Strategy as the product of organisational systems -- 12.4 IMPLICATIONS FOR MANAGING STRATEGY DEVELOPMENT -- 12.4.1 Strategy development in different contexts. 12.4.2 Managing deliberate and emergent strategy. |
| Record Nr. | UNINA-9910151594503321 |
|
Johnson Gerry
|
||
| [Place of publication not identified], : Pearson, 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Strategy Builder [[electronic resource] ] : How to create and communicate more effective strategies
| Strategy Builder [[electronic resource] ] : How to create and communicate more effective strategies |
| Autore | Cummings Stephen |
| Pubbl/distr/stampa | Hoboken, : Wiley, 2015 |
| Descrizione fisica | 1 online resource (259 p.) |
| Disciplina | 658.4/012 |
| Altri autori (Persone) | AngwinDuncan |
| Soggetto topico |
Management
Strategic planning Success in business Business & Economics Management Theory |
| ISBN |
1-119-16669-1
1-118-70716-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Strategy Builder: How to create and communicate more effective strategies; Contents; Strategy Builder Team; Part One The Concept; The clue in the corner; Opportunities for a New Way of Developing Strategy; 5. The need for a third way between the oversimplicity of PowerPoints and the overcomplication of the typical strategic plan; 4. A need to reduce the distance or separation between managers and other stakeholders; 3. An opportunity to seek other ways to convey complex ideas and possibilities
2. Recognizing that what they teach in business school can, and should, change to embrace forgotten and new insights1. An opportunity to find a way through the framework and idea overload and inertia; Seven Strengths of Drawing Strategy; 1. Drawing strategy aids memory retention (and more); 2. Drawing strategy provides an effective action orientation; 3. Drawing strategy promotes new thinking that builds on the shoulders of giants; 4. Drawing strategy enables effective prototyping and 'design thinking'; 5. Drawing helps you see what you think and enables new possibilities to come into view 6. Drawing can bring people together to enable collective understanding7. Drawing strategy can move people beyond the 'boilerplate' and numerical short-termism; What Strategy Builder Does; Part Two Design; PART 2 Contents; User's Guide to the Strategy Builder's Framework Profiles; Design features; 1. World ratings and rankings; 2. Simple, matter-of-fact explanations; 3. A 'real-life' storyboard and storyline; 4. Space; 5. Drawing tips: for getting started, enhancing your creativity and key 'take-outs'; 6. Common pitfalls; 7. Menu suggestions for fruitful combinations 8. Mutation possibilities9. Signposts towards further knowledge; Environmental Ecology; Competitive Positioning; Resources and Capabilities; Strategic Growth Options; Managing Performance Strategically; Part Three Realization; Well-built strategies, simply conveyed; Six Stratographic Principles; 1. Good stratography attracts and focuses the eye; 2. Good stratography spreads the eye; 3. Encouraging the eye to wander, engage and find relations; 4. Good stratography facilitates zooming in and out; 5. Mimesis: good stratography relates to human actions and directions 6. Synaesthesis: good stratography unites different senses and behavioursGet Building; How to be a Part of the Strategy Development Revolution; Endnotes; Image credits; EULA |
| Record Nr. | UNINA-9910796933803321 |
|
Cummings Stephen
|
||
| Hoboken, : Wiley, 2015 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Strategy Builder [[electronic resource] ] : How to create and communicate more effective strategies
| Strategy Builder [[electronic resource] ] : How to create and communicate more effective strategies |
| Autore | Cummings Stephen |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Hoboken, : Wiley, 2015 |
| Descrizione fisica | 1 online resource (259 p.) |
| Disciplina | 658.4/012 |
| Altri autori (Persone) | AngwinDuncan |
| Soggetto topico |
Management
Strategic planning Success in business Business & Economics Management Theory |
| ISBN |
1-119-16669-1
1-118-70716-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Strategy Builder: How to create and communicate more effective strategies; Contents; Strategy Builder Team; Part One The Concept; The clue in the corner; Opportunities for a New Way of Developing Strategy; 5. The need for a third way between the oversimplicity of PowerPoints and the overcomplication of the typical strategic plan; 4. A need to reduce the distance or separation between managers and other stakeholders; 3. An opportunity to seek other ways to convey complex ideas and possibilities
2. Recognizing that what they teach in business school can, and should, change to embrace forgotten and new insights1. An opportunity to find a way through the framework and idea overload and inertia; Seven Strengths of Drawing Strategy; 1. Drawing strategy aids memory retention (and more); 2. Drawing strategy provides an effective action orientation; 3. Drawing strategy promotes new thinking that builds on the shoulders of giants; 4. Drawing strategy enables effective prototyping and 'design thinking'; 5. Drawing helps you see what you think and enables new possibilities to come into view 6. Drawing can bring people together to enable collective understanding7. Drawing strategy can move people beyond the 'boilerplate' and numerical short-termism; What Strategy Builder Does; Part Two Design; PART 2 Contents; User's Guide to the Strategy Builder's Framework Profiles; Design features; 1. World ratings and rankings; 2. Simple, matter-of-fact explanations; 3. A 'real-life' storyboard and storyline; 4. Space; 5. Drawing tips: for getting started, enhancing your creativity and key 'take-outs'; 6. Common pitfalls; 7. Menu suggestions for fruitful combinations 8. Mutation possibilities9. Signposts towards further knowledge; Environmental Ecology; Competitive Positioning; Resources and Capabilities; Strategic Growth Options; Managing Performance Strategically; Part Three Realization; Well-built strategies, simply conveyed; Six Stratographic Principles; 1. Good stratography attracts and focuses the eye; 2. Good stratography spreads the eye; 3. Encouraging the eye to wander, engage and find relations; 4. Good stratography facilitates zooming in and out; 5. Mimesis: good stratography relates to human actions and directions 6. Synaesthesis: good stratography unites different senses and behavioursGet Building; How to be a Part of the Strategy Development Revolution; Endnotes; Image credits; EULA |
| Record Nr. | UNINA-9910940246503321 |
|
Cummings Stephen
|
||
| Hoboken, : Wiley, 2015 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||