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Exploring strategy : text and cases / / Gerry Johnson, Kevan Scholes and Richard Whittington
Exploring strategy : text and cases / / Gerry Johnson, Kevan Scholes and Richard Whittington
Autore Johnson Gerry
Edizione [Eleventh edition.]
Pubbl/distr/stampa New York, New York State : , : Pearson, , [2017]
Descrizione fisica 1 online resource (800 pages) : color illustrations
Disciplina 658.4012
Altri autori (Persone) WhittingtonRichard <1958->
ScholesKevan
Soggetto topico Business planning
Strategic planning
ISBN 1-292-14513-7
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto Cover -- Brief Contents -- Contents -- Illustrations and Thinking Differently -- Figures -- Tables -- Preface -- Exploring Strategy features -- Exploring Strategy online -- 1 INTRODUCING STRATEGY -- 1.1 Introduction -- 1.2 What is strategy? -- 1.2.1 Defining strategy -- 1.2.2 The purpose of strategy: mission, vision, values and 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 -- 1.4 Working with strategy -- 1.5 Studying strategy -- 1.6 Exploring strategy further -- 1.6.1 Exploring strategy in different contexts -- 1.6.2 Exploring strategy through different 'strategy lenses' -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: The rise of a unicorn - Airbnb -- PART I: THE STRATEGIC POSITION -- Introduction to Part I -- 2 MACRO-ENVIRONMENT ANALYSIS -- 2.1 Introduction -- 2.2 PESTEL analysis -- 2.2.1 Politics -- 2.2.2 Economics -- 2.2.3 Social -- 2.2.4 Technology -- 2.2.5 Ecological -- 2.2.6 Legal -- 2.2.7 Key drivers for change -- 2.3 Forecasting -- 2.3.1 Forecast approaches -- 2.3.2 Directions of change -- 2.4 Scenario analysis -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Alibaba - the Yangtze River Crocodile -- 3 INDUSTRY AND SECTOR ANALYSIS -- 3.1 Introduction -- 3.2 The competitive forces -- 3.2.1 Competitive rivalry -- 3.2.2 The threat of entry -- 3.2.3 The threat of substitutes -- 3.2.4 The power of buyers -- 3.2.5 The power of suppliers -- 3.2.6 Complementors and network effects -- 3.2.7 Defining the industry -- 3.2.8 Implications of the Competitive Five Forces -- 3.3 Industry types and dynamics -- 3.3.1 Industry types -- 3.3.2 Industry structure dynamics -- 3.4 Competitors and markets -- 3.4.1 Strategic groups.
3.4.2 Market segments -- 3.4.3 Critical success factors and 'Blue Oceans' -- 3.5 Opportunities and threats -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Global forces and the advertising industry -- 4 RESOURCES AND CAPABILITIES -- 4.1 Introduction -- 4.2 Foundations of resources and capabilities -- 4.2.1 Resources and capabilities -- 4.2.2 Threshold and distinctive resources and capabilities -- 4.3 Distinctive resources and capabilities as a basis of competitive advantage -- 4.3.1 V - value of resources and capabilities -- 4.3.2 R - rarity -- 4.3.3 I - inimitability -- 4.3.4 O - organisational support -- 4.3.5 Organisational knowledge as a basis of competitive advantage -- 4.4 Diagnosing resources and capabilities -- 4.4.1 VRIO analysis -- 4.4.2 The value chain and value system -- 4.4.3 Activity systems -- 4.4.4 Benchmarking -- 4.4.5 SWOT -- 4.5 Dynamic capabilities -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Rocket Internet - will the copycat be imitated? -- 5 STAKEHOLDERS AND GOVERNANCE -- 5.1 Introduction -- 5.2 Stakeholders -- 5.2.1 Stakeholder groups -- 5.2.2 Stakeholder mapping -- 5.2.3 Owners -- 5.3 Corporate governance -- 5.3.1 The governance chain -- 5.3.2 Different governance models -- 5.3.3 How boards of directors influence strategy -- 5.4 Social responsibility and ethics -- 5.4.1 Corporate social responsibility -- 5.4.2 The ethics of individuals and managers -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Drinking Partners - India's United Breweries Holdings Ltd -- 6 HISTORY AND CULTURE -- 6.1 Introduction -- 6.2 Why is history important? -- 6.2.1 Path dependency -- 6.2.2 History as a resource -- 6.2.3 Historical analysis -- 6.3 What is culture and why is it important? -- 6.3.1 Geographically-based cultures.
6.3.2 Organisational fields -- 6.3.3 Organisational culture -- 6.3.4 Culture's influence on strategy -- 6.3.5 Analysing culture: the cultural web -- 6.3.6 Undertaking cultural analysis -- 6.4 Strategic drift -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Culture clashes at Barclays Bank -- Commentary on Part I The strategy lenses -- Case example: Nokia's evolving strategy through the lenses -- PART II STRATEGIC CHOICES -- Introduction to Part II -- 7 BUSINESS STRATEGY AND MODELS -- 7.1 Introduction -- 7.2 Generic competitive strategies -- 7.2.1 Cost-leadership strategy -- 7.2.2 Differentiation strategy -- 7.2.3 Focus strategy -- 7.2.4 Hybrid strategy -- 7.2.5 The Strategy Clock -- 7.3 Interactive strategies -- 7.3.1 Interactive price and quality strategies -- 7.3.2 Cooperative strategy -- 7.3.3 Game theory -- 7.4 Business models -- 7.4.1 Value creation, configuration and capture -- 7.4.2 Business model patterns -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: The IKEA approach -- 8 CORPORATE STRATEGY AND DIVERSIFICATION -- 8.1 Introduction -- 8.2 Strategy directions -- 8.2.1 Market penetration -- 8.2.2 Product development -- 8.2.3 Market development -- 8.2.4 Conglomerate diversification -- 8.3 Diversification drivers -- 8.4 Diversification and performance -- 8.5 Vertical integration -- 8.5.1 Forward and backward integration -- 8.5.2 To integrate or to outsource? -- 8.6 Value creation and the corporate parent -- 8.6.1 Value-adding and value-destroying activities of corporate parents -- 8.6.2 The portfolio manager -- 8.6.3 The synergy manager -- 8.6.4 The parental developer -- 8.7 Portfolio matrices -- 8.7.1 The BCG (or growth/share) matrix -- 8.7.2 The directional policy (GE-McKinsey) matrix -- 8.7.3 The parenting matrix -- Summary -- Work assignments.
Recommended key readings -- References -- Case example: Virgin - is the brand more than Richard Branson? -- 9 INTERNATIONAL STRATEGY -- 9.1 Introduction -- 9.2 Internationalisation drivers -- 9.3 Geographic sources of advantage -- 9.3.1 Locational advantage: Porter's Diamond -- 9.3.2 The international value system -- 9.4 International strategies -- 9.5 Market selection and entry -- 9.5.1 Country and market characteristics -- 9.5.2 Competitive characteristics -- 9.5.3 Entry modes strategies -- 9.6 Subsidiary roles in an international portfolio -- 9.7 Internationalisation and performance -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: China goes to Hollywood - Wanda's moves into the US movie industry -- 10 ENTREPRENEURSHIP AND INNOVATION -- 10.1 Introduction -- 10.2 Entrepreneurship -- 10.2.1 Opportunity recognition -- 10.2.2 Steps in the entrepreneurial process -- 10.2.3 Stages of entrepreneurial growth -- 10.2.4 Social entrepreneurship -- 10.3 Innovation dilemmas -- 10.3.1 Technology push or market pull -- 10.3.2 Product or process innovation -- 10.3.3 Open or closed innovation -- 10.4 Innovation diffusion -- 10.4.1 The pace of diffusion -- 10.4.2 The diffusion S-curve -- 10.5 Innovators and imitators -- 10.5.1 First-mover advantages and disadvantages -- 10.5.2 The incumbent's response -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Rovio Entertainment - going back to the entrepreneurial roots -- 11 MERGERS, ACQUISITIONS AND ALLIANCES -- 11.1 Introduction -- 11.2 Organic development -- 11.3 Mergers and acquisitions -- 11.3.1 Types of M&A -- 11.3.2 Timing of M&A -- 11.3.3 Motives for M&A -- 11.3.4 M&A processes -- 11.3.5 M&A strategy over time -- 11.4 Strategic alliances -- 11.4.1 Types of strategic alliance -- 11.4.2 Motives for alliances.
11.4.3 Strategic alliance processes -- 11.5 Comparing acquisitions, alliances and organic development -- 11.5.1 Buy, ally or DIY? -- 11.5.2 Key success factors -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Future-proofing business? Sainsbury acquires Argos -- Commentary on Part II Strategic choices -- PART III STRATEGY IN ACTION -- Introduction to Part III -- 12 EVALUATING STRATEGIES -- 12.1 Introduction -- 12.2 Organisational performance -- 12.2.1 Performance measures -- 12.2.2 Performance comparisons -- 12.2.3 Gap analysis -- 12.2.4 Complexities of performance analysis -- 12.3 Suitability -- 12.3.1 Ranking -- 12.3.2 Screening through scenarios -- 12.3.3 Screening for bases of competitive advantage -- 12.3.4 Decision trees -- 12.3.5 Life cycle analysis -- 12.4 Acceptability -- 12.4.1 Risk -- 12.4.2 Return -- 12.4.3 Reaction of stakeholders -- 12.5 Feasibility -- 12.5.1 Financial feasibility -- 12.5.2 People and skills -- 12.5.3 Integrating resources -- 12.6 Evaluation criteria: four qualifications -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: ITV - DIY, buy or ally? -- 13 STRATEGY DEVELOPMENT PROCESSES -- 13.1 Introduction -- 13.2 Deliberate strategy development -- 13.2.1 The role of the strategic leader -- 13.2.2 Strategic planning systems -- 13.2.3 Externally imposed strategy -- 13.3 Emergent strategy development -- 13.3.1 Logical incrementalism -- 13.3.2 Strategy as the outcome of political processes -- 13.3.3 Strategy as the product of structures and systems -- 13.4 Implications for managing strategy development -- 13.4.1 Strategy development in different contexts -- 13.4.2 Managing deliberate and emergent strategy -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Alphabet - who and what drives the strategy?.
14 ORGANISING AND STRATEGY.
Record Nr. UNINA-9910160278503321
Johnson Gerry  
New York, New York State : , : Pearson, , [2017]
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
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
Opac: Controlla la disponibilità qui
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
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