| Contents | |
| Preface | |
| Introduction | |
| The Concept of Strategy | |
| Introduction and Objectives | |
| The Role of Strategy in Success | |
| The Basic Framework for Strategy Analysis | |
| A Brief History of Business Strategy | |
| Strategic Management Today | |
| The Role of Analysis in Strategy Formulation | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| The Tools of Strategy Analysis | |
| Goals, Values and Performance | |
| Introduction and Objectives | |
| Strategy as a Quest for Value | |
| Strategy and Real Options | |
| Putting Performance Analysis into Practice | |
| Beyond Profit: Values and Social Responsibility | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Industry Analysis: The Fundamentals | |
| Introduction and Objectives | |
| From Environmental Analysis to Industry Analysis | |
| The Determinants of Industry Profit: Demand and Competition | |
| Analyzing Industry Attractiveness | |
| Applying Industry Analysis | |
| Defining Industries: Where to Draw the Boundaries | |
| From Industry Attractiveness to Competitive Advantage: | |
| Identifying Key Success Factors | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Further Topics in Industry and Competitive Analysis | |
| Introduction and Objectives | |
| Extending the Five Forces Framework | |
| The Contribution of Game Theory | |
| Competitor Analysis | |
| Segmentation Analysis | |
| Strategic Groups | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Analyzing Resources and Capabilities | |
| Introduction and Objectives | |
| The Role of Resources and Capabilities in Strategy Formulation | |
| The Resources of the Firm | |
| Organizational Capabilities | |
| Appraising Resources and Capabilities | |
| Putting Resource and Capability Analysis to Work: A Practical Guide | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Developing Resources and Capabilities | |
| Introduction and Objectives | |
| Developing Resources | |
| The Challenge of Capability Development | |
| Approaches to Capability Development | |
| Knowledge Management and the Knowledge-based View | |
| Designing Knowledge Management Systems | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Organization Structure and Management Systems: The Fundamentals of Strategy Implementation | |
| Introduction and Objectives | |
| The Evolution of the Corporation | |
| The Organizational Problem: Reconciling Specialization | |
| with Coordination and Cooperation | |
| Hierarchy in Organizational Design | |
| Applying the Principles of Organizational Design | |
| Organizing on the Basis of Coordination Intensity | |
| Alternative Structural Forms | |
| Management Systems for Coordination and Control | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| The Analysis of Competitive Advantage | |
| The Nature and Sources of Competitive Advantage | |
| Introduction and Objectives | |
| The Emergence of Competitive Advantage | |
| Sustaining Competitive Advantage | |
| Competitive Advantage in Different Market Settings | |
| Types of Competitive Advantage: Cost and Differentiation | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Cost Advantage | |
| Introduction and Objectives | |
| Strategy and Cost Advantage | |
| The Sources of Cost Advantage | |
| Using the Value Chain to Analyze Costs | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Differentiation Advantage | |
| Introduction and Objectives | |
| The Nature of Differentiation and Differentiation Advantage | |
| Analyzing Differentiation: The Demand Side | |
| Analyzing Differentiation: The Supply Side | |
| Bringing It All Together: The Value Chain in Differentiation Analysis | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Business Strategies In Different | |
| Industry Contexts | |
| Industry Evolution and Strategic Change | |
| Introduction and Objectives | |
| The Industry Life Cycle | |
| Structure, Competition and Success Factors over the Life Cycle | |
| Organizational Adaptation and Change | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Technology-based Industries and the Management of Innovation | |
| Introduction and Objectives | |
| Competitive Advantage in Technology-intensive Industries | |
| Strategies to Exploit Innovation: How and When to Enter | |
| Competing for Standards | |
| Implementing Technology Strategies: Creating the Conditions | |
| for Innovation | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Competitive Advantage in Mature Industries | |
| Introduction and Objectives | |
| Competitive Advantage in Mature Industries | |
| Strategy Implementation in Mature Industries: Structure, | |
| Systems and Style | |
| Strategies for Declining Industries | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Corporate Strategy | |
| Vertical Integration and the Scope of the Firm | |
| Introduction and Objectives | |
| Transaction Costs and the Scope of the Firm | |
| The Costs and Benefits of Vertical Integration | |
| Designing Vertical Relationships | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Global Strategies and the Multinational Corporation | |
| Introduction and Objectives | |
| Implications of International Competition for Industry Analysis | |
| Analyzing Competitive Advantage in an International Context | |
| Applying the Framework: International Location of Production | |
| Applying the Framework: Foreign Entry Strategies | |
| Multinational Strategies: Global Integration versus | |
| National Differentiation | |
| Strategy and Organization within the Multinational Corporation | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Diversification Strategy | |
| Introduction and Objectives | |
| Trends in Diversification over Time | |
| Motives for Diversification | |
| Competitive Advantage from Diversification | |
| Diversification and Performance | |
| Summary | |
| Self-Study Questions | |
| Appendix: Does Diversification Confer Market Power? | |
| Notes | |
| Implementing Corporate Strategy: Management of the Multibusiness Firm | |
| Introduction and Objectives | |
| Governance and the Structure of the Multibusiness Corporation | |
| The Role of Corporate Management | |
| Managing the Corporate Portfolio | |
| Managing Individual Businesses | |
| Managing Linkages between Businesses | |
| Managing Change in the Multibusiness Corporation | |
| External Strategy: Mergers and Acquisitions | |
| Summary | |
| Self-Study Questions | |
| Notes | |
| Current Trends in Strategic Management | |
| Introduction | |
| The New External Environment of Business | |
| Managing in an Economic Crisis | |
| New Directions in Strategic Thinking | |
| Redesigning the Organization | |
| New Modes of Leadership | |
| Summary | |
| Notes | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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