Strategic Management.

Strategic Management is a core strategy textbook, covering all the major topics particularly from a global perspective. It delivers comprehensive coverage of the subject in an easy-to-read style with extensive examples and a range of free support material that will help you learn actively and effect...

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Bibliographic Details
Main Author: Lynch, Richard.
Format: eBook
Language:English
Published: Harlow, United Kingdom : Pearson Education, Limited, 2018.
Edition:8th ed.
Subjects:
Online Access:View fulltext via EzAccess
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505 0 |a Cover -- Title Page -- Copyright Page -- Brief Contents -- Contents -- About the Eighth Edition -- About the Author -- How to use this book -- Guided tour -- Guide to the main focus of case studies -- Acknowledgements -- Publisher's acknowledgements -- PART 1 Introduction -- 1 Strategic management -- Introduction -- Case study 1.1 -- 1.1 What is strategic management? -- 1.2 The main topics covered in strategy -- Case study 1.2 -- 1.3 Core areas of strategic management -- 1.4 Context, content and process -- 1.5 Process: linking the three core areas -- Case study 1.3 -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- 2 A review of theory and practice -- Introduction -- Case study 2.1 -- 2.1 The importance of strategy context -- 2.2 Prescriptive strategic management in theory and practice -- 2.3 Emergent strategic management in theory and practice -- Case study 2.2 -- 2.4 Some prescriptive theories of strategic management -- Case study 2.3 -- 2.5 Some emergent theories of strategic management -- 2.6 The purpose of the organisation: shareholders, stakeholders and 'above average returns' -- Case study 2.4 -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- PART 2 Strategic analysis and purpose -- 3 Analysing the strategic environment -- Introduction -- Case study 3.1 -- 3.1 Exploring the competitive environment -- 3.2 Strategic environment - the basics -- 3.3 Degree of turbulence in the environment -- 3.4 Analysing the general environment -- Case study 3.2 -- 3.5 Analysing the stages of market growth -- Case study 3.3 -- 3.6 Key factors for success in an industry -- Case study 3.4 -- 3.7 Analysing the competitive industry environment - the contribution of porter -- 3.8 Analysing the co-operative environment -- 3.9 Analysing one or more immediate competitors in depth. 
505 8 |a 3.10 Analysing the customer and market segmentation -- Case study 3.5 -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- 4 Analysing resources and capabilities -- Introduction -- Case study 4.1 -- 4.1 Analysing resources and capabilities -- 4.2 Why does an organisation possess any resources at all? The make-or-buy decision -- 4.3 Resource analysis and adding value -- 4.4 Adding value: the value chain and the value system - the contribution of porter -- Case study 4.2 -- 4.5 Resource analysis and competitive advantage - the resource-based view (RBV) -- 4.6 Identifying which resources and capabilities deliver sustainable competitive advantage -- 4.7 Analysing other important company resources: especially human resources -- Case study 4.3 -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- 5 Strategy dynamics -- Introduction -- Case study 5.1 -- 5.1 Dynamics of previous history -- 5.2 Dynamic capabilities -- 5.3 Upgrading capabilities: how to improve competitive advantage -- Case study 5.2 -- 5.4 The dynamics of an organisation's changing and uncertain environment -- Case study 5.3 -- 5.5 Competitive warfare dynamics -- Case study 5.4 -- 5.6 Uncertainty-based strategic dynamics -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- 6 Prescriptive purpose delivered through mission, objectives and ethics -- Introduction -- Case study 6.1 -- 6.1 Shaping the purpose of the organisation -- 6.2 Developing a strategic vision for the future -- Case study 6.2 -- 6.3 Stakeholder power analysis -- Case study 6.3 -- 6.4 Corporate governance and the purpose of the organisation -- 6.5 Purpose shaped by ethics and corporate social responsibility -- 6.6 Developing the mission -- Case study 6.4 -- 6.7 Developing the objectives -- Critical reflection. 
505 8 |a Summary -- Questions -- Further reading -- Notes and references -- 7 Purpose emerging from innovation, new resources and technologies -- Introduction -- Case study 7.1 -- 7.1 The benefits and problems of innovation -- 7.2 Sources of innovation: market pull and technology push -- 7.3 Blue ocean innovation: the contribution of kim and mauborgne -- Case study 7.2 -- 7.4 How to innovate: the 'ideas' process -- Case study 7.3 -- 7.5 Paradigm shifts in new resources and technology -- 7.6 General technology standards -- 7.7 New resource development -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- PART 3 Developing the strategy -- 8 Developing business-level strategy options -- Introduction -- Case study 8.1 -- 8.1 Purpose and the SWOT analysis - the contribution of andrews -- 8.2 Environment-based options: generic strategies - the contribution of porter -- Case study 8.2 -- Case study 8.3 -- 8.3 Environment-based strategic options: the market options matrix -- 8.4 Environment-based strategic options: the expansion method matrix -- Case study 8.4 -- 8.5 Resource-based strategic options: the resource-based view -- 8.6 Resource-based strategic options: cost reduction -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- 9 Developing corporate-level strategy options -- Introduction -- Case study 9.1 -- 9.1 Corporate-level strategy: the benefits and costs of diversifying -- 9.2 Corporate options: degrees of diversification -- 9.3 Corporate strategy and the role of the centre - the principle of parenting -- Case study 9.2 -- 9.4 Corporate strategy: decisions about the company's diversified portfolio of products -- Case study 9.3 -- 9.5 The tools of corporate-level options: from acquisitions to restructuring -- Critical reflection -- Summary -- Questions -- Further reading. 
505 8 |a Notes and references -- 10 Strategy evaluation and development: the prescriptive process -- Introduction -- Case study 10.1 -- 10.1 Prescriptive strategy content: evaluation against six criteria -- Case study 10.2 -- 10.2 Strategy evaluation: procedures and techniques -- 10.3 Applying empirical evidence and guidelines -- Case study 10.3 -- 10.4 The classic prescriptive model of strategic management: exploring the process -- Case study 10.4 -- Critical reflection -- Summary -- Questions -- Appendix -- Further reading -- Notes and references -- 11 Finding the strategic route forward from knowledge, learning and networks -- Introduction -- Case study 11.1 -- 11.1 Knowledge-based strategy -- Case study 11.2 -- 11.2 Learning-based strategy -- Case study 11.3 -- 11.3 Network-based strategy -- 11.4 Co-operation-based strategies -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- 12 Organisational structure, style and people issues -- Introduction -- Case study 12.1 -- 12.1 Strategy before structure? -- 12.2 Building the organisation's structure: basic principles -- 12.3 The choice of management style and culture -- Case study 12.2 -- 12.4 Types of organisational structure -- 12.5 Organisational structures for innovation -- Case study 12.3 -- 12.6 Motivation and staffing in strategy implementation -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- PART 4 The implementation process -- 13 Implementing and controlling the strategic plan -- Introduction -- Case study 13.1 -- 13.1 The nature and limitations of the implementation process -- 13.2 Objectives, task setting and communicating the strategy -- Case study 13.2 -- 13.3 Resource allocation -- 13.4 Information, monitoring and control -- 13.5 The Balanced Scorecard: the contribution of Kaplan and Norton. 
505 8 |a 13.6 Prescriptive strategic planning -- Case study 13.3 -- 13.7 What is a business model? -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- 14 Green strategy and sustainability -- Introduction -- Case study 14.1 -- 14.1 Green strategy and sustainability: the main topics -- 14.2 Green strategy: environmental analysis -- 14.3 Green strategy: analysing resources and capabilities -- 14.4 Green strategy: stakeholders and organisational purpose -- Case study 14.2 -- 14.5 Green strategy: knowledge, technology and innovation -- 14.6 Green strategy: strategic options and choice -- 14.7 Implementing green strategies -- Case study 14.3 -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- 15 Managing strategic change -- Introduction -- Case study 15.1 -- 15.1 The basic concept of strategic change -- 15.2 Analysing the causes of strategic change -- Case study 15.2 -- 15.3 Prescriptive approaches to managing strategic change -- 15.4 Emergent approaches to managing change -- Case study 15.3 -- 15.5 Developing a strategic change programme -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- PART 5 Different strategy contexts -- 16 Strategic leadership -- Introduction -- Case study 16.1 -- 16.1 What is strategic leadership? -- 16.2 What makes a successful leader? -- Case study 16.2 -- 16.3 How leadership roles change over time -- 16.4 How leaders cope with power -- Case study 16.3 -- 16.5 Successful strategic leadership -- Critical reflection -- Summary -- Questions -- Further reading -- Notes and references -- 17 Entrepreneurial strategy -- Introduction -- Case study 17.1 -- 17.1 Entrepreneurial strategy: theory and practice -- 17.2 Entrepreneurial strategy: personal aspects and risk taking -- Case study 17.2. 
505 8 |a 17.3 The four drivers of entrepreneurial strategy: imagination, ideas, invention and innovation. 
520 |a Strategic Management is a core strategy textbook, covering all the major topics particularly from a global perspective. It delivers comprehensive coverage of the subject in an easy-to-read style with extensive examples and a range of free support material that will help you learn actively and effectively. 
526 0 |a AA701 - Master in Business Administration (MBA)  |z Syllabus Programme 
588 |a Description based on publisher supplied metadata and other sources. 
590 |a Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2021. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.  
650 0 |a Strategic planning.. 
650 0 |a Business planning. 
655 4 |a Electronic books. 
776 0 8 |i Print version:  |a Lynch, Richard  |t Strategic Management  |d Harlow, United Kingdom : Pearson Education, Limited,c2018  |z 9781292211404 
797 2 |a ProQuest (Firm) 
856 4 0 |u https://ezaccess.library.uitm.edu.my/login?url=https://ebookcentral.proquest.com/lib/uitm-ebooks/detail.action?docID=5347868  |z View fulltext via EzAccess 
966 0 |a 2021  |b ProQuest Ebook Central  |c UiTM Library  |d Atirah Ruslan  |e Arshad Ayub Graduate Business School (AAGBS)  |f ProQuest