Additional Information
Book Details
Abstract
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.
This eighth edition of Strategic Management builds on proven strengths ...
· over 70 short case studies to provide easily accessible illustrations of strategy in practice and additional cases available online to provide more in-depth examples of recent strategic decisions involving Sony, Apple and industry sectors
· a continuous contrast between prescriptive and emergent views of strategy to highlight the key debates within the discipline
· emphasis on practice throughout with features to help you turn theory into practice
· major international strategy cases from Europe, Africa, China, India, Middle East and the Americas
· clear exploration of the key concepts
· comprehensive, logical structure to guide you through this complex subject
· Specialist chapters on public/third sector strategy, green strategy and sustainability, entrepreneurial strategy and international and global strategy
New for the eighth edition:
- Dynamic capabilities and resource renewal explored in a revised and updated chapter
- Emergent strategy completely revised in two new chapters, one focusing on innovation, and technology and the other exploring knowledge and learning
- New material on innovation and strategy in uncertain environments
- Case studies from large and small organisations from Google, Spotify and Cadbury to Snapchat, Uber and green energy companies with 14 new cases and many cases updated
This new edition also includes a wealth of free, online, open-access learning resources. Use these materials to enhance and test your knowledge to improve your grades. Online resources include web based cases with indicative answers, chapter based support material, long cases and multiple-choice questions.
Richard Lynch is Emeritus Professor of Strategic Management at Middlesex University, London. He is an active researcher, lecturer and consultant, particularly in the area of global strategy and sustainable strategy.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | iii | ||
| Copyright Page | iv | ||
| Brief Contents | v | ||
| Contents | vi | ||
| About the Eighth Edition | xi | ||
| About the Author | xv | ||
| How to use this book | xvi | ||
| Guided tour | xvii | ||
| Guide to the main focus of case studies | xx | ||
| Acknowledgements | xxiii | ||
| Publisher’s acknowledgements | xxvi | ||
| PART 1 Introduction | 2 | ||
| 1 Strategic management | 5 | ||
| Introduction | 5 | ||
| Case study 1.1 | 6 | ||
| 1.1 What is strategic management? | 9 | ||
| 1.2 The main topics covered in strategy | 11 | ||
| Case study 1.2 | 15 | ||
| 1.3 Core areas of strategic management | 17 | ||
| 1.4 Context, content and process | 19 | ||
| 1.5 Process: linking the three core areas | 20 | ||
| Case study 1.3 | 24 | ||
| Critical reflection | 26 | ||
| Summary | 26 | ||
| Questions | 27 | ||
| Further reading | 27 | ||
| Notes and references | 27 | ||
| 2 A review of theory and practice | 29 | ||
| Introduction | 29 | ||
| Case study 2.1 | 30 | ||
| 2.1 The importance of strategy context | 31 | ||
| 2.2 Prescriptive strategic management in theory and practice | 32 | ||
| 2.3 Emergent strategic management in theory and practice | 35 | ||
| Case study 2.2 | 39 | ||
| 2.4 Some prescriptive theories of strategic management | 40 | ||
| Case study 2.3 | 47 | ||
| 2.5 Some emergent theories of strategic management | 48 | ||
| 2.6 The purpose of the organisation: shareholders, stakeholders and ‘above average returns’ | 54 | ||
| Case study 2.4 | 55 | ||
| Critical reflection | 58 | ||
| Summary | 59 | ||
| Questions | 60 | ||
| Further reading | 60 | ||
| Notes and references | 61 | ||
| PART 2 Strategic analysis and purpose | 64 | ||
| 3 Analysing the strategic environment | 67 | ||
| Introduction | 67 | ||
| Case study 3.1 | 68 | ||
| 3.1 Exploring the competitive environment | 70 | ||
| 3.2 Strategic environment – the basics | 72 | ||
| 3.3 Degree of turbulence in the environment | 73 | ||
| 3.4 Analysing the general environment | 75 | ||
| Case study 3.2 | 79 | ||
| 3.5 Analysing the stages of market growth | 80 | ||
| Case study 3.3 | 83 | ||
| 3.6 Key factors for success in an industry | 85 | ||
| Case study 3.4 | 89 | ||
| 3.7 Analysing the competitive industry environment – the contribution of porter | 90 | ||
| 3.8 Analysing the co-operative environment | 96 | ||
| 3.9 Analysing one or more immediate competitors in depth | 99 | ||
| 3.10 Analysing the customer and market segmentation | 101 | ||
| Case study 3.5 | 105 | ||
| Critical reflection | 108 | ||
| Summary | 108 | ||
| Questions | 109 | ||
| Further reading | 109 | ||
| Notes and references | 110 | ||
| 4 Analysing resources and capabilities | 112 | ||
| Introduction | 112 | ||
| Case study 4.1 | 113 | ||
| 4.1 Analysing resources and capabilities | 115 | ||
| 4.2 Why does an organisation possess any resources at all? The make-or-buy decision | 120 | ||
| 4.3 Resource analysis and adding value | 121 | ||
| 4.4 Adding value: the value chain and the value system – the contribution of porter | 123 | ||
| Case study 4.2 | 128 | ||
| 4.5 Resource analysis and competitive advantage – the resource-based view (RBV) | 132 | ||
| 4.6 Identifying which resources and capabilities deliver sustainable competitive advantage | 139 | ||
| 4.7 Analysing other important company resources: especially human resources | 144 | ||
| Case study 4.3 | 149 | ||
| Critical reflection | 151 | ||
| Summary | 152 | ||
| Questions | 153 | ||
| Further reading | 153 | ||
| Notes and references | 154 | ||
| 5 Strategy dynamics | 157 | ||
| Introduction | 157 | ||
| Case study 5.1 | 158 | ||
| 5.1 Dynamics of previous history | 159 | ||
| 5.2 Dynamic capabilities | 160 | ||
| 5.3 Upgrading capabilities: how to improve competitive advantage | 164 | ||
| Case study 5.2 | 167 | ||
| 5.4 The dynamics of an organisation’s changing and uncertain environment | 170 | ||
| Case study 5.3 | 175 | ||
| 5.5 Competitive warfare dynamics | 178 | ||
| Case study 5.4 | 183 | ||
| 5.6 Uncertainty-based strategic dynamics | 185 | ||
| Critical reflection | 187 | ||
| Summary | 187 | ||
| Questions | 188 | ||
| Further reading | 189 | ||
| Notes and references | 189 | ||
| 6 Prescriptive purpose delivered through mission, objectives and ethics | 192 | ||
| Introduction | 192 | ||
| Case study 6.1 | 193 | ||
| 6.1 Shaping the purpose of the organisation | 195 | ||
| 6.2 Developing a strategic vision for the future | 198 | ||
| Case study 6.2 | 200 | ||
| 6.3 Stakeholder power analysis | 203 | ||
| Case study 6.3 | 206 | ||
| 6.4 Corporate governance and the purpose of the organisation | 209 | ||
| 6.5 Purpose shaped by ethics and corporate social responsibility | 212 | ||
| 6.6 Developing the mission | 216 | ||
| Case study 6.4 | 219 | ||
| 6.7 Developing the objectives | 221 | ||
| Critical reflection | 223 | ||
| Summary | 224 | ||
| Questions | 225 | ||
| Further reading | 225 | ||
| Notes and references | 226 | ||
| 7 Purpose emerging from innovation, new resources and technologies | 228 | ||
| Introduction | 228 | ||
| Case study 7.1 | 229 | ||
| 7.1 The benefits and problems of innovation | 231 | ||
| 7.2 Sources of innovation: market pull and technology push | 232 | ||
| 7.3 Blue ocean innovation: the contribution of kim and mauborgne | 234 | ||
| Case study 7.2 | 236 | ||
| 7.4 How to innovate: the ‘ideas’ process | 238 | ||
| Case study 7.3 | 241 | ||
| 7.5 Paradigm shifts in new resources and technology | 245 | ||
| 7.6 General technology standards | 248 | ||
| 7.7 New resource development | 251 | ||
| Critical reflection | 255 | ||
| Summary | 256 | ||
| Questions | 257 | ||
| Further reading | 257 | ||
| Notes and references | 258 | ||
| PART 3 Developing the strategy | 260 | ||
| 8 Developing business-level strategy options | 263 | ||
| Introduction | 263 | ||
| Case study 8.1 | 265 | ||
| 8.1 Purpose and the SWOT analysis – the contribution of andrews | 267 | ||
| 8.2 Environment-based options: generic strategies – the contribution of porter | 268 | ||
| Case study 8.2 | 273 | ||
| Case study 8.3 | 275 | ||
| 8.3 Environment-based strategic options: the market options matrix | 278 | ||
| 8.4 Environment-based strategic options: the expansion method matrix | 282 | ||
| Case study 8.4 | 286 | ||
| 8.5 Resource-based strategic options: the resource-based view | 289 | ||
| 8.6 Resource-based strategic options: cost reduction | 291 | ||
| Critical reflection | 296 | ||
| Summary | 296 | ||
| Questions | 297 | ||
| Further reading | 298 | ||
| Notes and references | 298 | ||
| 9 Developing corporate-level strategy options | 300 | ||
| Introduction | 300 | ||
| Case study 9.1 | 301 | ||
| 9.1 Corporate-level strategy: the benefits and costs of diversifying | 304 | ||
| 9.2 Corporate options: degrees of diversification | 307 | ||
| 9.3 Corporate strategy and the role of the centre – the principle of parenting | 308 | ||
| Case study 9.2 | 311 | ||
| 9.4 Corporate strategy: decisions about the company’s diversified portfolio of products | 314 | ||
| Case study 9.3 | 320 | ||
| 9.5 The tools of corporate-level options: from acquisitions to restructuring | 323 | ||
| Critical reflection | 325 | ||
| Summary | 326 | ||
| Questions | 327 | ||
| Further reading | 327 | ||
| Notes and references | 328 | ||
| 10 Strategy evaluation and development: the prescriptive process | 330 | ||
| Introduction | 330 | ||
| Case study 10.1 | 331 | ||
| 10.1 Prescriptive strategy content: evaluation against six criteria | 333 | ||
| Case study 10.2 | 339 | ||
| 10.2 Strategy evaluation: procedures and techniques | 341 | ||
| 10.3 Applying empirical evidence and guidelines | 347 | ||
| Case study 10.3 | 351 | ||
| 10.4 The classic prescriptive model of strategic management: exploring the process | 355 | ||
| Case study 10.4 | 358 | ||
| Critical reflection | 361 | ||
| Summary | 361 | ||
| Questions | 362 | ||
| Appendix | 363 | ||
| Further reading | 363 | ||
| Notes and references | 364 | ||
| 11 Finding the strategic route forward from knowledge, learning and networks | 366 | ||
| Introduction | 366 | ||
| Case study 11.1 | 367 | ||
| 11.1 Knowledge-based strategy | 370 | ||
| Case study 11.2 | 375 | ||
| 11.2 Learning-based strategy | 377 | ||
| Case study 11.3 | 384 | ||
| 11.3 Network-based strategy | 387 | ||
| 11.4 Co-operation-based strategies | 391 | ||
| Critical reflection | 394 | ||
| Summary | 394 | ||
| Questions | 395 | ||
| Further reading | 396 | ||
| Notes and references | 396 | ||
| 12 Organisational structure, style and people issues | 399 | ||
| Introduction | 399 | ||
| Case study 12.1 | 400 | ||
| 12.1 Strategy before structure? | 403 | ||
| 12.2 Building the organisation’s structure: basic principles | 407 | ||
| 12.3 The choice of management style and culture | 411 | ||
| Case study 12.2 | 414 | ||
| 12.4 Types of organisational structure | 415 | ||
| 12.5 Organisational structures for innovation | 420 | ||
| Case study 12.3 | 423 | ||
| 12.6 Motivation and staffing in strategy implementation | 425 | ||
| Critical reflection | 427 | ||
| Summary | 427 | ||
| Questions | 429 | ||
| Further reading | 429 | ||
| Notes and references | 429 | ||
| PART 4 The implementation process | 432 | ||
| 13 Implementing and controlling the strategic plan | 435 | ||
| Introduction | 435 | ||
| Case study 13.1 | 436 | ||
| 13.1 The nature and limitations of the implementation process | 438 | ||
| 13.2 Objectives, task setting and communicating the strategy | 442 | ||
| Case study 13.2 | 445 | ||
| 13.3 Resource allocation | 448 | ||
| 13.4 Information, monitoring and control | 449 | ||
| 13.5 The Balanced Scorecard: the contribution of Kaplan and Norton | 451 | ||
| 13.6 Prescriptive strategic planning | 456 | ||
| Case study 13.3 | 458 | ||
| 13.7 What is a business model? | 460 | ||
| Critical reflection | 466 | ||
| Summary | 466 | ||
| Questions | 468 | ||
| Further reading | 468 | ||
| Notes and references | 469 | ||
| 14 Green strategy and sustainability | 471 | ||
| Introduction | 471 | ||
| Case study 14.1 | 472 | ||
| 14.1 Green strategy and sustainability: the main topics | 474 | ||
| 14.2 Green strategy: environmental analysis | 475 | ||
| 14.3 Green strategy: analysing resources and capabilities | 478 | ||
| 14.4 Green strategy: stakeholders and organisational purpose | 482 | ||
| Case study 14.2 | 483 | ||
| 14.5 Green strategy: knowledge, technology and innovation | 484 | ||
| 14.6 Green strategy: strategic options and choice | 486 | ||
| 14.7 Implementing green strategies | 489 | ||
| Case study 14.3 | 491 | ||
| Critical reflection | 493 | ||
| Summary | 493 | ||
| Questions | 495 | ||
| Further reading | 495 | ||
| Notes and references | 495 | ||
| 15 Managing strategic change | 498 | ||
| Introduction | 498 | ||
| Case study 15.1 | 499 | ||
| 15.1 The basic concept of strategic change | 501 | ||
| 15.2 Analysing the causes of strategic change | 505 | ||
| Case study 15.2 | 507 | ||
| 15.3 Prescriptive approaches to managing strategic change | 510 | ||
| 15.4 Emergent approaches to managing change | 513 | ||
| Case study 15.3 | 518 | ||
| 15.5 Developing a strategic change programme | 520 | ||
| Critical reflection | 524 | ||
| Summary | 524 | ||
| Questions | 526 | ||
| Further reading | 526 | ||
| Notes and references | 526 | ||
| PART 5 Different strategy contexts | 528 | ||
| 16 Strategic leadership | 531 | ||
| Introduction | 531 | ||
| Case study 16.1 | 532 | ||
| 16.1 What is strategic leadership? | 535 | ||
| 16.2 What makes a successful leader? | 536 | ||
| Case study 16.2 | 540 | ||
| 16.3 How leadership roles change over time | 543 | ||
| 16.4 How leaders cope with power | 546 | ||
| Case study 16.3 | 548 | ||
| 16.5 Successful strategic leadership | 550 | ||
| Critical reflection | 553 | ||
| Summary | 553 | ||
| Questions | 555 | ||
| Further reading | 555 | ||
| Notes and references | 555 | ||
| 17 Entrepreneurial strategy | 557 | ||
| Introduction | 557 | ||
| Case study 17.1 | 558 | ||
| 17.1 Entrepreneurial strategy: theory and practice | 560 | ||
| 17.2 Entrepreneurial strategy: personal aspects and risk taking | 563 | ||
| Case study 17.2 | 566 | ||
| 17.3 The four drivers of entrepreneurial strategy: imagination, ideas, invention and innovation | 568 | ||
| 17.4 Entrepreneurial strategy: competitive advantage and ownership | 570 | ||
| Case study 17.3 | 572 | ||
| 17.5 Implementing entrepreneurial strategy | 575 | ||
| Critical reflection | 577 | ||
| Summary | 578 | ||
| Questions | 579 | ||
| Further reading | 580 | ||
| Notes and references | 580 | ||
| 18 Government, public sector and not-for-profit strategies | 582 | ||
| Introduction | 582 | ||
| Case study 18.1 | 584 | ||
| 18.1 Analysing the strategic environment in public sector strategy | 586 | ||
| 18.2 Analysing resources in the public and not-for-profit sectors | 592 | ||
| Case study 18.2 | 597 | ||
| 18.3 Exploring the purpose of public and not-for-profit organisations | 599 | ||
| 18.4 Context, content and process in public sector strategy | 601 | ||
| Case study 18.3 | 604 | ||
| 18.5 Implementation in public sector strategy | 606 | ||
| Critical reflection | 608 | ||
| Summary | 608 | ||
| Questions | 610 | ||
| Acknowledgements | 611 | ||
| Further reading | 611 | ||
| Notes and references | 611 | ||
| 19 International expansion and globalisation strategies | 614 | ||
| Introduction | 614 | ||
| Case study 19.1 | 615 | ||
| 19.1 International expansion and globalisation: their meaning and importance | 617 | ||
| Case study 19.2 | 621 | ||
| 19.2 World trade and the international expansion theories | 624 | ||
| 19.3 Influence of institutions involved in international trade | 629 | ||
| Case study 19.3 | 632 | ||
| 19.4 International and global expansion: the company perspective | 636 | ||
| 19.5 International and global expansion: organisation structures | 641 | ||
| 19.6 Developing international relationships such as alliances and joint ventures | 645 | ||
| Critical reflection | 648 | ||
| Summary | 648 | ||
| Questions | 649 | ||
| Further reading | 650 | ||
| Notes and references | 650 | ||
| Glossary | 653 | ||
| A | 653 | ||
| B | 653 | ||
| C | 653 | ||
| D | 654 | ||
| E | 655 | ||
| F | 656 | ||
| G | 656 | ||
| H | 656 | ||
| I | 657 | ||
| J | 657 | ||
| K | 657 | ||
| L | 657 | ||
| M | 658 | ||
| N | 658 | ||
| O | 658 | ||
| P | 659 | ||
| Q | 659 | ||
| R | 659 | ||
| S | 660 | ||
| T | 661 | ||
| U | 661 | ||
| V | 661 | ||
| W | 662 | ||
| Z | 662 | ||
| Index | 663 | ||
| A | 663 | ||
| B | 663 | ||
| C | 663 | ||
| D | 666 | ||
| E | 667 | ||
| F | 668 | ||
| G | 668 | ||
| H | 669 | ||
| I | 670 | ||
| J | 671 | ||
| K | 671 | ||
| L | 671 | ||
| M | 672 | ||
| N | 672 | ||
| O | 673 | ||
| P | 673 | ||
| Q | 674 | ||
| R | 674 | ||
| S | 675 | ||
| T | 676 | ||
| U | 676 | ||
| V | 677 | ||
| W | 677 | ||
| X | 677 | ||
| Y | 677 | ||
| Z | 677 | ||
| Back Cover | Back Cover |