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Home arrow Management arrow Strategic Management in the 21st Century. The Operational Environment
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Strategic Management in the 21st Century - Timothy J. Wilkinson


Year 2013

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Set IntroductionPart 1. The Basics of StrategyChapter 1. The Origins of Strategy and Strategic ThoughtCOMPETITION LEADS TO STRATEGYSTRATEGY—A MARTIAL ARTSTRATEGY—FROM MARTIAL ART TO MARKETS—THE WHOSTRATEGIC THINKING VERSUS STRATEGIC PLANNINGSTRATEGIC PLANNING VERSUS STRATEGIC MANAGEMENTTOOLS OF THE TRADENOTESBIBLIOGRAPHYChapter 2. Marshaling Firm Resources in Order to Be a Successful CompetitorINTRODUCTION TO STRATEGIC MANAGEMENTA BRIEF HISTORY OF STRATEGIC MANAGEMENTTHE FAILURE OF TRADITIONAL STRATEGIC MANAGEMENTPORTER'S WORKReflecting on Porter's WorkBeyond PorterTHE RESOURCE-BASED VIEW (RBV) OF THE FIRMReflecting on the RBV of the FirmAn RBV of Human Resources and Competitive AdvantageThe Human Resource Equation: Cost versus ValueHuman Resources Management (HRM) and Pfeiffer's WorkIMPLEMENTATION OF HR ACTIVITIES AND PRACTICESTHE ROLE OF ORGANIZATIONAL CULTURENOTESChapter 3. SWOT Analysis and the Three Strategic QuestionsNORTHROP GRUMMAN CORPORATIONANALYSIS OF THE EXTERNAL ENVIRONMENT— OPPORTUNITIES AND THREATSThe Analysis of Societal ForcesThe Analysis of Competitive (Industry) ForcesThe Analysis of ScenariosThe Analysis of Stakeholder ForcesANALYSIS OF THE INTERNAL ENVIRONMENT-STRENGTHS AND WEAKNESSESThe Underlying AssumptionsThe Analysis of Resources and CapabilitiesThe Qualification and Quantification of Resources and CapabilitiesTHE SWOT ANALYSIS—A PLATFORM FOR STRATEGIC PLANNINGWhere Is the Firm Now?Where Does It Want to Be in 5 to 10 Years?How Does It Plan to Get There?NOTESPart 2. The Strategic EnvironmentChapter 4. The Economy, the Government, and Managerial Decision MakingINTRODUCTIONTYPES OF KNOWLEDGE: A USEFUL TAXONOMYFREE MARKET MACROECONOMICS—ALL YOU REALLY NEED TO KNOW IN 30 SECONDSA CHANGE OF PARADIGMThe Myth of Free Market U.S. CapitalismLessons from Microsoft and HistoryTHE GAME IS CHANGING—NOWFOLLOW THE LEADER? NEW RISKS IN FOLLOWING OLD RULESALL IS NOT AS IT SEEMSCONCLUSIONPostscriptNOTESChapter 5. Navigating the Political EnvironmentA PLAN, THAT'S WHAT WE NEED, A PLAN!OUR BUSINESS NEEDS PROFESSIONALS—WHERE ARE THE LOBBYISTS?WHERE CAN OUR COMPANY FIND SOMEONE TO LOBBY FOR US?LOBBYING FOR YOUR OWN INTERESTSDIRECT LOBBYING VERSUS INDIRECT LOBBYINGINDIRECT LOBBYING, GRASSROOTS, AND MEDIATHE LAST SITE OF LOBBYING—THE COURTSCONCLUSIONSAPPENDIX: SEVERAL THINGS TO REMEMBER WHEN LOBBYINGNOTESSELECTED BUSINESS LOBBYING BIBLIOGRAPHYChapter 6. The Influence of Social Forces on Firm StrategySOCIAL FORCES INFLUENCING BUSINESSTHE TRIPLE BOTTOM LINESUSTAINABILITY STRATEGY IMPLEMENTATIONTop Management CommitmentEthical CultureStakeholder EngagementFunctional IntegrationPolicy and PracticeMANAGERIAL IMPLICATIONSNOTESChapter 7. Business-Government Dynamics in the Global EconomyINTRODUCTIONFORMS OF CAPITALISM—CURRENT AND PASTProprietary CapitalismManagerial CapitalismCooperative CapitalismAuthoritarian CapitalismWHEN CAPITALISM'S FORMS COLLIDEDEVELOPING STRATEGIES FOR FOREIGN MARKETSNOTESPart 3. Approaches to Strategic ManagementChapter 8. Serendipity as a Strategic Advantage?SERENDIPITY—WHY WORRY ABOUT IT?WHAT DO WE KNOW ABOUT SERENDIPITY?DefinitionsCharacteristics and "Types"CONTEXT FOR SERENDIPITYEnhancing Organizational SerendipityObstructing Organizational SerendipityABILITIES NEEDED TO BE ABLE TO RECOGNIZE AND TAKE ADVANTAGE OF SERENDIPITYGeneral CharacteristicsOpenness and CuriosityPreparedness and AlertnessObstaclesHOW DOES SERENDIPITY HAPPEN?Looking for A but Finding BStagesDEVELOPING A TENTATIVE FRAMEWORK FOR SERENDIPITYDefinitionTentative FrameworkWHAT NEXT?NOTESChapter 9. The Role of Supply Chain Management in Corporate StrategyWHAT IS SUPPLY CHAIN MANAGEMENT?THE INPUT/OUTPUT MODEL OF THE FIRM, EXPANDEDKEY FUNCTIONAL ROLES IN SCMSTRATEGY ISSUES IN SCMINTERFUNCTIONAL COORDINATION IS ESSENTIALINTERFIRM COLLABORATION ON NONCORE COMPETENCY FUNCTIONS (OUTSOURCING)STAGES OF SUPPLY CHAIN MANAGEMENTEIGHT THINGS FIRMS DO THAT DISTINGUISH THEM IN SCMNOTESChapter 10. Employee Engagement and Strategic Management: A Case Study from PalestineTHE TRADITION OF COMMUNITY ORGANIZING IN PALESTINEENVIRONMENTAL FACTORSEconomic FactorsPolitical FactorsSocial FactorsBIRZEIT PHARMACEUTICAL COMPANY (BPC)BPC's MissionEmployeesThe BPC Employee-Engagement StrategyLESSONS LEARNEDNOTESChapter 11. The Soft Stuff Is the Hard Stuff: How Relationships and Communications Can Drive the Execution of Business StrategyWHAT MIGHT CAUSE A BUSINESS STRATEGY TO FAIL?RelationshipsCommunicationThe Bottom LineWHY DO RELATIONSHIP AND COMMUNICATION PROBLEMS HAPPEN?The Power of Organizational Culture: Leaders Create Culture and Culture Trumps StrategyAll-Stars and "A Players": Competition Undermines CooperationExecutive Turnover Breeds CynicismExecutives Become Insulated and IsolatedIsolated Executives Communicate Poorly about the Direction of the BusinessOrganization Design Impedes Lateral Relationship BuildingSO WHAT HAPPENS AS A RESULT?SO WHAT CAN YOU DO?Actions for Executives in Large OrganizationsActions for Entrepreneurs in Start-upsActions for Mid-Level Managers, "Lieutenants," or IndividualsActions for Students and for ProfessorsBENEFITS OF IMPLEMENTING THE SOFT STUFFTHE SOFT STUFF IS INDEED THE HARD STUFFNOTESChapter 12. The New Reality for Business Institutions: Societal StrategyDESCRIPTION OF THE MODELENVIRONMENT AND SOCIETAL STRATEGYENVIRONMENTAL TURBULENCESTAKEHOLDER POWERSTRATEGIC BEHAVIOR AND STRATEGIC CHOICESMANAGERIAL CAPABILITY FOR SOCIAL AND POLITICAL RESPONSESOCIETAL PERFORMANCEWHY SOCIETAL STRATEGY?ELEMENTS OF SOCIETAL STRATEGYLEGITIMACY STRATEGIESWHO PERFORMS THE SOCIETAL STRATEGY? CONCLUSIONNOTESChapter 13. Strategy and Entrepreneurship—A Discussion of Strategic EntrepreneursINTRODUCTIONTHE ENTREPRENEUR AND THE NOTION OF VISIONSOME HISTORY OF ECONOMIC THEORIES UNDERLYING ENTREPRENEURSHIPTYPES OF ENTREPRENEURS: A CATEGORIZATIONCHARACTERISTICS OF SUCCESSFUL ENTREPRENEURSStevenson's Six DimensionsThe Mind of an Entrepreneur—Timmons's WorkCharacteristics of Entrepreneurs—Bygrave's WorkTHE PROCESS OF ENTREPRENEURSHIPINFLUENCING THE ENTREPRENEURIAL ENGAGEMENT—A MOTIVATIONAL ASPECTENTREPRENEURSHIP VERSUS INTRAPRENEURSHIPExamples of Intrapreneurial ActivitiesSTRATEGIC ENTREPRENEURSHIPSTRATEGIC ENTREPRENEURSHIP— CONCEPTUAL FRAMEWORKSINTEGRATING ENTREPRENEURSHIP WITH STRATEGYENTREPRENEURSHIP EXTENDS ITS INFLUENCE— THE RISE OF THE SOCIAL ENTREPRENEURSocial Entrepreneurs—Past and PresentCONCLUDING THOUGHTSNOTES
 
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