Organisations: A Strategic Perspective

Overview

This text is concerned with the economic and strategic analysis of organizations. It looks at the definitions and objectives of organizations, their structure and governance and how they combine and use resources over time. It also looks at boundary issues and how organizations position within industries and markets. Organizations are analyzed in an institutional context and in an international framework with many case studies and examples.

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Former Library book. Shows some signs of wear, and may have some markings on the inside. 100% Money Back Guarantee. Shipped to over one million happy customers. Your purchase ... benefits world literacy! Read more Show Less

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Overview

This text is concerned with the economic and strategic analysis of organizations. It looks at the definitions and objectives of organizations, their structure and governance and how they combine and use resources over time. It also looks at boundary issues and how organizations position within industries and markets. Organizations are analyzed in an institutional context and in an international framework with many case studies and examples.

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Product Details

  • ISBN-13: 9780312232825
  • Publisher: Palgrave Macmillan
  • Publication date: 7/28/2000
  • Pages: 460

Meet the Author

Paul R. Ferguson is Senior Fellow in the Management School at Lancaster University. He has considerable experience of MBA teaching and is Director of the British Airways DipBA and MBA programs.

Glenys J. Ferguson has worked for a shipping consultancy, managed a research team in local government and taught in the Economics Department at Lancaster University. She now combines writing with part-time teaching at Lancaster Girls Grammar School.

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Table of Contents

List of Figures ix
List of Tables xi
Preface xiii
1 Overview 1
Introduction 1
Organisations and their context 2
Survival and suecess 3
The manager's task 4
Approaches from the literature 6
Building on these contributions 9
Part I The Organisation and its Context 13
2 What is an organisation? 16
Introduction 16
Defining an organisation 17
The scope of the organisation 23
A taxonomy of organisations 26
Features of organisations 31
The environment of the organisation 37
Conclusion 41
3 Organisational objectives 43
Introduction 43
Objectives of different members 44
Reconciliation of different interests 47
Attainment of objectives 52
Conclusion 61
Part II Focus on the Organisation 63
4 Resources and the strategic core 66
Introduction 66
Resources as a source of advantage 67
Classification of resources 69
Human capital 72
Assets 81
Combining resources 84
The strategic core 85
Human capital and assets outside the strategic core 97
Conclusion 98
5 Which processes? 100
Introduction 100
Conversion cost differences 101
Coordination cost differences 106
The car manufacturer 115
Conclusion 117
6 The organisation boundary 119
Introduction 119
Combining perspectives 120
The value chain 126
The linkage approach 129
A caveat 133
Conclusion 134
7 Intermediate arrangements 136
Introduction 136
What are intermediate arrangements? 136
Long-term relationships 141
Franchising 148
Joint ventures 150
Alliances 154
Intermediate arrangements across economic sectors 160
An alternative taxonomy of intermediate arrangements 162
Conclusion 164
8 The boundary through time 166
Introduction 166
Environmental developments 167
The strategic core over time 169
Ways of changing the boundary 174
Altering the strategic core 178
Expansion into new markets 182
Merger 186
Outsourcing 189
Divestment 190
Demerger 192
Conclusion 195
9 Knowledge and learning 196
Introduction 196
Knowledge 197
Learning 202
The learning organisation 215
The emergence of the Blitzkrieg 220
Conclusion 227
10 Organisational structures 229
Introduction 229
The importance of structure 230
The unitary organisation 237
Multidivisional structures 241
Structuring for the strategic core 248
The N-form 249
Matrix structures 252
Subsidiaries 255
Organised crime 256
Conclusion 258
11 Governance 261
Introduction 261
The principal-agent problem revisited 262
Governance in the corporate sector 266
Governance of voluntary and non-profit organisations 280
Conclusion 284
Part III Choice of Markets 287
12 Markets and industries 290
Introduction 290
Markets 291
Identifying the market boundary 296
Industries 302
Markets distinguished from industries 305
Conclusion 306
13 Positioning 308
Introduction 308
Analysing market competitiveness 309
Strategic groups 320
G. Thornton Ltd 327
Developing the use of value systems 332
Conclusion 335
Part IV Focus on the Institutional Environment 337
14 The impact of the institutional environment 339
Introduction 339
What is the institutional environment? 340
Changes in the institutional environment 345
Impact on the organisation 350
How important is the institutional environment? 354
Conclusion 357
15 Governance and the institutional environment 358
Introduction 358
Potential for principal-agent problems 359
Shareholders 361
Composition of the board 365
Remuneration systems 366
External controls 367
Changes over time 369
Conclusion 372
16 Operating across national frontiers 374
Introduction 374
Options for serving foreign markets 375
Establishing facilities outside the home economy 379
Reasons for establishing facilities outside the home economy 382
Type of organisation 388
Competitive advantage of nations 397
The structure of organisations with facilities in more than one economy 400
Managing an organisation with facilities outside the home economy 405
Conclusion 407
Glossary 411
Bibliography 419
Index 431
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