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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:
Strategic planning..
Business planning.
Electronic books.
Online Access:View fulltext via EzAccess
Table of Contents:
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 17.3 The four drivers of entrepreneurial strategy: imagination, ideas, invention and innovation.

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