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Strategic Management in the 21st Century. Corporate Strategy - Timothy J. Wilkinson

Year 2013


Part 1 StructureChapter 1 Making Sense of a Competitor’s Innovation: A Signaling Perspective on Whether to Imitate or Ignore the CompetitionINTRODUCTIONSIGNALING THEORYSIGNAL INTERPRETATIONPRODUCT-LEVEL INNOVATIVENESSORGANIZATIONAL LEVELInnovative HistoryMarket CompetencyINTERACTION OF PRODUCT- AND ORGANIZATIONAL-LEVEL SIGNALSINDUSTRY CONTEXTCOMPETITIVE IMPLICATIONSCONCLUSIONNOTESChapter 2. Strategic Alliances: Promise, Perils, and a Roadmap to SuccessOVERVIEW: ALLIANCE CONCEPTS AND TERMINOLOGYCROSS-BORDER (INTERNATIONAL) ALLIANCES AND CULTURAL DIFFERENCESTHE RESOURCE-BASED MOTIVATION FOR FIRMS TO ENGAGE IN ALLIANCESMAKING ALLIANCES WORK: GOVERNANCE OF ALLIANCESA SPECIAL NOTE ON RELATIONSHIP DEVELOPMENT IN INTERIMISTIC ALLIANCESMAKING ALLIANCES WORK: ALLIANCE CAPABILITY AS A CORE COMPETENCEAlliance ExperienceAlliance Management SkillAbility to Identify/Secure Attractive Alliance OpportunitiesALLIANCE CHALLENGESAlliance ComplexityOrganizational Control/Oversight IssuesCONCLUSIONNOTESChapter 3. A Phased Approach to Merger and Acquisition Integration: Tapping Experiential LearningEXPERIENTIAL LEARNINGM&A PHASESTarget SelectionResource CombinationsTarget EnvironmentFriendly FitMethod of PaymentIntegration PlanningGovernment RegulatorsCustomersEmployeesCompetitorsPrudent PlanningImplementationIntegration ManagementContinuing AdaptationDISCUSSIONIMPLICATIONS FOR MANAGEMENT THEORY AND PRACTICENOTESChapter 4. Contemporary Diversification via Internal Corporate VenturingMOTIVATION FOR DIVERSIFICATIONEconomicFirm LevelManagerialDIVERSIFICATION: HISTORY AND CURRENT TRENDSDIVERSIFICATION THROUGH INTERNAL CORPORATE VENTURINGMotives for Internal Corporate VenturesMeasuring ICV PerformancePosition and Control as Determinants of ICV PerformanceParent-Venture Product SimilarityFUTURE DIRECTIONS FOR INTERNAL CORPORATE VENTURINGNOTESPart 2. Functional StrategiesChapter 5. Marketing StrategySTRATEGIC MARKET ORIENTATIONCOMPETITIVE EVOLUTION AND THE INTERACTION OF STRATEGIC MODESThe Breakdown in ProfitabilityEvolutionary EquilibriumEnvironmental Influences in Competitive EvolutionChanges to Political Barriers and Other Political AccommodationsCompetitive Destabilization from GlobalizationPatterns of Competitive Evolution in a Global ContextAN ILLUSTRATION OF COMPETITIVE EVOLUTION: THE U.S. AUTOMOBILE INDUSTRY1895-1908: The Margin-Orientation Era1908-1925: The Volume-Orientation Era1925-1974: The Margin-Volume-Differentiation Equilibrium EraThe Post-Equilibrium EraTHE FUTURE OF MARKETING STRATEGY IN A GLOBAL ENVIRONMENTConsumer Confusion in Global BrandingComplexities in Global PartneringGLOBAL PARTNERSHIPS OF THE FUTUREOpportunity One: Partnerships for Satisfying Global DemandOpportunity Two: Partnerships for Developing Complementary ProductsOpportunity Three: Partnerships for New Marketing ApproachesCONCLUSIONNOTESChapter 6. Maximizing the Firm Value Impact of Outsourcing DecisionsINTRODUCTIONTHE IMPACT OF OUTSOURCING ON SHAREHOLDER VALUEA Comparison of Onshore and Offshore OutsourcingThe Decline in the Value of OffshoringSTRATEGIES FOR SUCCESSFUL OUTSOURCINGThe Benefits of AlignmentCompetitive Priorities and OutsourcingAlignment of Priorities, Activities, and PerformanceManagerial Implications of Outsourcing AlignmentNOTESChapter 7. Strategic HRM: Building the Bridge between HR and Business StrategiesHISTORY OF SHRMThe Role of Strategic Management Related to SHRMHR Strategy and Vertical AlignmentHorizontal AlignmentA FRAMEWORK: HR STRATEGY AND STRATEGIC MANAGEMENT THEORYThe Agency/Transactions Cost Perspective and HR StrategyThe Industrial Organization Economics Perspective and HR StrategyStrategic Group Process Perspective and HR StrategyDynamic Capabilities Perspective and HR StrategyA BRIDGE BETWEEN HR AND BUSINESS STRATEGIESLatticed HR Strategies: Vertical and Horizontal AlignmentsBUSINESS STRATEGIESMiles and Snow's Typology of Defender, Prospector, Analyzer, and ReactorPorter's Typology of Cost Leadership, Differentiation, and FocusTHE LAST PIECE OF THE PUZZLE: HR PRACTICESUNIVERSAL HR PRACTICES: HPWS (HIGH-PERFORMANCE WORK SYSTEMS)CONCLUSIONNOTESChapter 8. Corporate Financial StrategyTEXTBOOK CAPITAL STRUCTURE THEORY Miller and Modigliani (M&M) TheoryFinancial Distress Costs and Trade-Off TheoryPecking-Order TheoryRECENT ACADEMIC FINDINGSCapital Structure Policy and Market TimingCapital Structure, Historical Stock, and Operating PerformanceCapital Structure and Firm CharacteristicsCapital Structure Policy, Business Cycles, and Macroeconomic ConditionsCapital Structure Policy and Behavioral InfluencesEstimating the Costs and Benefits of DebtUsing Cost-Benefit Analysis to Identify the Optimal Capital StructureThe Cost of CapitalBetaMarket Risk PremiumFinancial Flexibility and the Use of Other Financing ToolsImplication of Leases on Corporate Financial StrategySpecial Purpose EntityOther Issues—PensionsCONCLUSIONNOTESPart 3. Drivers of Strategic ChoicesChapter 9. Strategic Management of QualityINTRODUCTIONQUALITY FUNCTION IN THE 21ST CENTURYExplosion in Information TechnologyHolistic Approach to Satisfying the CustomerResponsibilities of the 21st-Century OrganizationDISCUSSIONS AND CONCLUSIONSProactive versus Reactive Role of Top ManagementLinkage of the Quality Function with the Overall Strategic FunctionUtilization of Organizational StrengthsNOTESChapter 10. InnovationINTRODUCTIONINNOVATION AND STRATEGYINNOVATE OR DIETHE INNOVATIVE ENVIRONMENTOrganizational CultureTacit Knowledge, Resources, and CapabilitiesOrganizational Knowledge, Capabilities, and ResourcesFailure to SucceedManaging Organizational InnovationInnovation and Customer ValueStructure and ResourcesCommunicationLeadershipWHAT TO DO AND WHAT NOT TO DOLOOKING BEYONDNOTESChapter 11. Organizational Culture, Performance, and Competitive Advantage: What Next?WHAT IS ORGANIZATIONAL CULTURE?DEVELOPMENT OF ORGANIZATIONAL CULTUREWHAT MAKES STRONG ORGANIZATIONAL CULTURES?EXISTING FRAMEWORKSWHAT'S MISSING?CULTURE AND PERFORMANCE IN AN INTERNATIONAL CONTEXTMISMATCHES BETWEEN CULTURE AND PERFORMANCEHigh Performance, Unclear CultureStrong Culture but Potential TurnoverHOW TO SUSTAIN A CULTURE OVER TIME?The Test of CultureCulture and SubcultureWHERE NEXT?NOTESChapter 12. The Emergence of Business EthicsTHE OCCURRENCE OF CORPORATE SCANDALSEVOLUTION OF THE BUSINESS ORGANIZATIONSEPARATION OF OWNERSHIP AND CONTROLEMERGENCE OF CORPORATE AGGRESSIONEXTRINSIC AND INTRINSIC VIRTUEDECODING THE ETHICAL COMPLEXITIESTHE NATURE OF VIRTUOUS CORPORATE BEHAVIORSUMMARYNOTES
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