Table of contents for Strategic management : theory and application / Adrian Haberberg, Alison Rieple.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.


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Contents
	Part one Core Concepts	3
	1	Strategy and the Organization	5
		Learning outcomes	5	
		Introduction	6			1.1 The basics-organizations and strategies	6
		Real-life Application 1.1: Four interesting organizations	9
		1.2 Organizations as legal entities	11
		1.3 Organizations as economic actors	12
		Real-life Application 1.2: Value chains and architectures in fashion retailing	16
		-Real-life Application 1.3: The unpredictable environment: the market for 
video phones	18
		1.4 The organization as an accumulation of knowledge and learning	21
		1.5 Organizations as bundles of resources	23
		1.6 Organizations as collections of people	26
		Real-life Application 1.4: Stakeholders, power, and strategy	28
		Real-life Application 1.5: Examples of routines	32
		1.7 How the Þve views of the organization interact	35
		Chapter summary	36
		Key skills	38
		Review questions	38
		Further reading	38
		References	39
		End-of-chapter Case Study 1.1: Bertelsman AG	41
	2	What is Strategic Management?	46
		Learning outcomes	46
		Introduction	47
		2.1 Strategy-basic concepts	47
		Real-life Application 2.1: Honda's strategy-deliberate or emergent?	52
		2.2 How strategy happens	53
		Real-life Application 2.2: Strategizing in a British symphony orchestra	57
		2.3 Where strategy happens	59
		2.4 What makes for a good strategy	61
		Real-life Application 2.3: Problems at SAS	64
		2.5 The management of risk, trade-offs, commitment, and paradox	65
		Real-life Application 2.4: Trade-offs and commitment in airline manufacture	67
		2.6 For whom strategy happens	68
		2.7 Corporate social responsibility and business ethics	75
		Real-life Application 2.5: H&M's ethical policies	77
		Real-life Application 2.6: Regulation in the airline industry	80
		2.8 How strategies go wrong	84
		Chapter summary	87
		Key skills	88
		Review questions	89
		Further reading	89
		References	90
		End-of-chapter Case Study 2.1: So who needs a strategy? The case of Semco do Brasil	92
	Part two Assessing Fit and Distinctiveness	101	
3	Understanding the Inßuence of the Environment	103
		Learning outcomes	103
		Introduction	104
		3.1 Analysing the environment and the nature of competition	104
		3.2 The macro-environment-PESTLE analysis	105
		Real-life Application 3.1: Political factors affecting the airline industry	107
		Real-life Application 3.2: Information technologies in the retail supply chain	109
		3.3 Analysing the industry	111
		-Real-life Application 3.3: How many industries does Sony's computing 
business cover?	112
		3.4 The industry life-cycle	114
		Real-life Application 3.4: Mature industries that rediscover their youth	117
		3.5 Industry analysis: the six forces	118
		Real-life Application 3.5: A 'commodity' product	126
		Real-life Application 3.6: The videogame industry	129
		3.6 The outcomes of environmental and industry analysis	138
		Chapter summary	142
		Key skills	143
		Review questions	143
		Further reading	143
		References	144
		End-of-chapter Case Study 3.1: The mobile phone industry	147
	4	Distinctiveness (1): Competitive Stance	155
		Learning outcomes	155
		Introduction	156
		4.1 Competitive stance: the right market for the right product	156
		Real-life Application 4.1: How Sony built its competitive advantage	157
		4.2 Understanding customers: segmentation	158
		Real-life Application 4.2: Consumer segments for food retailers in Europe	159
		-Real-life Application 4.3: Segmentation and proÞtability: a Þctional example based 
on the airline industry	160
		Real-life Application 4.4: Deliberate choices of segment	162
		Real-life Application 4.5: Differentiation at Apple	168
		4.3 Generic competitive strategies	173
		Chapter summary	178
		Key skills	179
		Review questions	180
		Further reading	180
		References	181
		End-of-chapter Case Study 4.1: eBay (a)	182
	5	Distinctiveness (2): Scope, Scale, and Diversity	189
		Learning outcomes	189
		Introduction	190
		5.1 Expansion and diversiÞcation	190
		-Real-life Application 5.1: SonyCierge: how a mass market electronics 
conglomerate got into personal services for the rich and famous	191
		Real-life Application 5.2: Corporate-level diversiÞcation	193
		Real-life Application 5.3: Different Þrms' scope decisions	194
		5.2 Factors affecting expansion and diversiÞcation decisions	194
		Real-life Application 5.3: Relatedness	201
		Real-life Application 5.4: Does British Airways enjoy economies of scale?	204
		Real-life Application 5.5: Synergies from vertical coordination	206
		5.3 The international dimension	207
		5.4 Assessing an expansion and diversiÞcation strategy	207
		Chapter summary	217
		Key skills	219
		Review questions	219
		Further reading	219
		References	220
		End-of-chapter Case Study 5.1: eBay (b)	223
	6	Distinctiveness (3): The Value Chain	228
		Learning outcomes	228
		Introduction	229
		6.1 Value chain analysis	229			Real-life Application 6.1: The control of key resources in H&M	235
		Real-life Application 6.2: Virtual value chains	238
		Real-life Application 6.3: Airbus Industrie	240
		6.2 Types of value chain	242
		Real-life Application 6.4: SonyCierge: a professional service value chain	259
		Real-life Application 6.5: eBay: a network value chain	261
		Chapter summary	265
		Key skills	265
		Review questions	265
		Further reading	266
		References	267
		End-of-chapter Case Study 6.1: Cemex SA	270
	Part three Assessing the Sustainability of Advantage	281
	7	The Resource-based View of the Firm	283
		Learning outcomes	283
		Introduction	284
		7.1 The resource-based view of the Þrm	284
		7.2 Strategic and threshold resources	285
		7.3 The different types of resources	288
		Real-life Application 7.1: Financial assets and the performance of soccer clubs	290
		Real-life Application 7.2: Google's strategies for recruiting and retaining key staff	290
		Real-life Application 7.3: What's in a name?	294
		7.4 Capabilities and competences	297
		7.5 Assets, capabilities, and competences	306
		Real-life Application 7.5: Assets and capabilities in the automobile industry	306
		7.6 Dynamic capabilities	307
		7.7 Core rigidities and competency traps	307
		Chapter summary	308
		Key skills	309
		Review questions	309
		Further reading	309
		References	310
		End-of-chapter Case Study 7.1: De Beers: are strategic resources forever?	314
	8	Architecture, Structure, and Culture	321
		Learning outcomes	321
		Introduction	322
		8.1 Architecture and culture: an overview	322
		Real-life Application 8.1: Networks and hierarchies in the pharmaceuticals industry	325			8.2 Hierarchical structures and control systems	326
		Real-life Application 8.2: Si.Sac S.p.A.: a functional structure in a stable environment	332
		Real-life Application 8.3: The double shufße	335
		8.3 Informal inßuences on relationships and motivation	340
		-Real-life Application 8.4: Internal and external relational contracts at Sony and 
HCL Technologies	340
		8.4 Organizational culture	344
		Chapter summary	353
		Key skills	354
		Review questions	354
		Further reading	355
		References	356
		End-of-chapter Case Study 8.1: The importance of being Googley	359
	9	The Management of Complex Organizations	366
		Learning outcomes	366
		Introduction	367
		9.1 Structural choices for complex organizations	367
		Real-life Application 9.1: Orascom	368
		Real-life Application 9.2: Cementation Foundations Skanska	370
		Real-life Application 9.3: Peanut butter and structural change at Yahoo!	373
		9.2 Parenting: adding value to units from the centre	376
		Real-life Application 9.4: Hanson plc	380
		9.3 Managing alliances and other forms of collaboration	385
		Real-life Application 9.5: The oneworld(tm) alliance	389
		Real-life Application 9.6: Learning to manage multiple alliances at Siemens	391
		Chapter summary	392
		Key skills	394
		Review questions	394
		Further reading	395
		References	395
		End-of-chapter Case Study 9.1: The three pillars of Bayer AG	398
	10	Knowledge, Learning, and Innovation	407
		Learning outcomes	407
		Introduction	408
		10.1 Knowledge and knowledge management	408
		10.2 Knowledge development and organizational learning	409
		Real-life Application 10.1: Microsoft: a learning organization?	412
		10.3 Deploying and protecting knowledge	415
		Real-life Application 10.2: Building knowledge through alliances at Kodak	416
		Real-life Application 10.3: A knowledge-sharing culture and architecture at GE	418
		10.4 Innovation	420
		Real-life Application 10.4: Creative and innovative products in Swarovski Crystals	421
		Real-life Application 10.5: Innovation winners and losers	422
		Real-life Application 10.6: The development of innovative products: the iPod	429
		Chapter summary	435
		Key skills	436
		Review questions	436
		Further reading	437
		References	437
		End-of-chapter Case Study 10.1: Samsung Electronics	444
	Part four From Strategic Analysis to Strategy Formulation	451
	11	Assessing Organizational Performance and Setting Strategic Priorities	453
		Learning outcomes	453
		Introduction	454
		11.1 Evaluating an organization's Þnancial performance	454
		Real-life Application 11.1: Actions and words	455
		Real-life Application 11.2: British Airways' position in 2007	457
		11.2 Measures of operational performance	463
		11.3 Making comparisons	466
		Real-life Application 11.3: Accounting for McDonald's franchisees and 
		international sales	472
		11.4 Strategic issues and priorities	476
		Real-life Application 11.4: Scenario planning at UPS	477
		Real-life Application 11.5: Leveraging spare resources in McDonald's	483
		Real-life Application 11.6: Survival factors at Delta Airlines?	485
		Chapter summary	489			Key skills	490
		Review questions	490
		Further reading	491
		References	491
		End-of-chapter Case Study 11.1: British Airways	493			Appendix 11.1: Measures used in assessing an organization's strategic performance	496
	12	Options and Strategic Methods	502
		Learning outcomes	502
		Introduction	503
		12.1 Strategic options	503
		Real-life Application 12.1: Outpacing strategies in consumer electronics	509
		Real-life Application 12.2: News Corporation's blocking acquisition	512
		12.2 Strategic methods	513
		Real-life Application 12.3: Mergers and acquisitions: the building of Grupo Santander	516
		Real-life Application 12.4: The institutional buy-out of Burger King	520
		12.3 Evaluating strategic options: the RACES framework	521
		Real-life Application 12.5: Honda's move into aircraft manufacturing	524
		Chapter summary	538
		Key skills	538
		Review questions	538
		Further reading	539
		References	540
		End-of-chapter Case Study 12.1: Cobra Beer Ltd	543
	13	Strategies in ProÞt-making Contexts	550
		Learning outcomes	550
		Introduction	551
		13.1 The impact of the industry life-cycle	551
		13.2 Strategies for the introductory phase of an industry	554
		Real-life Application 13.1: Sony FeliCa and the contactless payment industry	556
		13.3 Strategies for the growth phase of an industry	558
		Real-life Application 13.2: Friendster, MySpace, and the social networking industry	560
		13.4 Strategies for the mature phase of an industry	561
		Real-life Application 13.3: The UK package holiday industry	570
		13.5 Strategies for the decline stage of an industry	572
		13.6 Strategies in hypercompetitive industries	573
		Real-life Application 13.4: Competing with an 800 pound gorilla: AMD versus Intel	576
		Chapter summary	579
		Key skills	580
		Review questions	580
		Further reading	581
		References	581
		End-of-chapter Case Study 13.1: Mittal Steel and the global steel industry	584
	14	Strategies in International Contexts	591
		Learning outcomes	591
		Introduction	592
		14.1 The drivers of globalization	592
		Real-life Application 14.1: Drivers of Globalization in H&M	593
		14.2 International trade organizations	595
		-Real-life Application 14.2: The role of the IMF, WTO, and World Bank in 
international trade	595
		14.3 Economic unions	596
		14.4 Criticisms of globalization	598
		14.5 The international environment	600
		14.6 The international organization	611
		Real-life Application 14.3: Knowledge appropriation in China	614
		Real-life Application 14.4: Transnational strategies in GlaxoSmithKline	617
		Real-life Application 14.5: International structures in IBM and Procter & Gamble	622
		Chapter summary	625
		Key skills	626
		Review questions	627
		Further reading	627
		References	628
		End-of-chapter CASE study 14.1: Ranbaxy Laboratories Ltd	632
	15	Strategies where ProÞt is not the Main Objective	639
		Learning outcomes	639
		Introduction	640
		15.1 Strategic management for small Þrms	640
		Real-life Application 15.1: A global niche in natural colorants	645
		15.2 Strategic management in the public sector	646
-		-Real-life Application 15.2: A complex architecture: the National Probation Service 
for England and Wales	648
		15.3 Strategic management in the not-for-proÞt sector	656
		Real-life Application 15.3: The Rockefeller Foundation	660
		15.4 Social enterprises	664
		Real-life Application 15.4: Grameen Bank: a social enterprise	665 
		Chapter summary	669			Key skills	669
		Review questions	669
		Further reading	671
		References	671
		End-of-chapter Case Study 15.1: M¿decins sans Fronti¿res in 2006	676
	Part five Strategy Implementation	687
	16	Effecting Organizational Change	689			Learning outcomes	689
		Introduction	690
		16.1 Stability and change in organizations	690
		Real-life Application 16.1: Strategic change at Hay Management Consultants in 1994	694
		16.2 Change triggers and barriers	695
		Real-life Application 16.2: Shell's clash with Greenpeace	699
		Real-life Application 16.3: Stakeholders and coalitions in the US electricity industry	702
		16.3 Overcoming barriers to change	710
		-Real-life Application 16.4: Changes to the cultural artefacts at Hay Management Consultants	713
		Real-life Application 16.5: Cultural change in British Airways	720
		16.4 Change agents	722
		Chapter summary	725
		Key skills	727
		Review questions	727
		Further reading	728
		References	728
		End-of-chapter Case Study 16.1: Reinvigorating Renault	733
	17	Making Strategy Happen	742
		Learning outcomes	742
		Introduction	743
		17.1 Leadership	743
		-Real-life Application 17.1: Jamie Dimon in 2006: transformational leadership 
in a fragmented bank	747
		17.2 Strategic control and performance measurement	749
		-Real-life Application 17.2: Linking mission, vision, corporate goals, and operational 
KPIs and procedures at Londonlines and c2c	753
		17.3 Raising Þnance	763
		Real-life Application 17.3: Raising start-up Þnance: YouTube	765
		17.4 Effecting turnarounds	765
		Real-life Application 17.4: Allen Loren's 'turnaround' of D&B Corp.	768
		17.5 Effecting mergers and acquisitions	769
		Real-life Application 17.5: Procter & Gamble's merger with Gillette	777
		Chapter summary	779
		Key skills	782
		Review questions	783
		Further reading	783
		References	784
		End-of-chapter Case Study 17.1: The turnaround at Philips 2001-2007	789
Glossary	801
Bibliography	804
Index		844

Library of Congress Subject Headings for this publication:

Strategic planning.