- Shopping Bag ( 0 items )
Strategic Management is a text in tune with what you as a student of strategy today really need. It engages with the complexity of the subject, whilst providing the support to ensure that you learn actively and effectively.
This fifth edition of Strategic Management builds on proven strengths ...
- over 70 short case studies provide easily accessible illustrations of strategy in practice
- a continuous contrast between prescriptive and emergent views of strategy to highlight the debates within the discipline
- in-text references to web-based video resources to incorporate the benefit of online learning resources
with innovative additions:
- six new chapters on contemporary themes such as Entrepreneurial Strategy, Strategy Dynamics and Strategic Leadership
- 18 new cases and 12 integrative cases on familiar products and services such as computing, airlines, brewing, music and entertainment
- a wealth of online learning resources, including audio and video material, self-assessment questions, and electronic 'flashcards' for revision.
Improve your grade! Use the Access Code inside this book to unlock valuable online learning resources at www.pearsoned.co.uk/lynch
So, if you want to know how, when and why you might be making strategic decisions for tomorrow and beyond, or learn from the experiences of African telecommunications, Boo.com, Coca-Cola, Disney, EMI, Ford, Google, Hewlett-Packard, Indian motorcycles and many more, then open up and read on!
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.
Part 1 INTRODUCTION
1 Strategic management 2 A review of theory and practice
Part 2 STRATEGIC ANALYSIS AND PURPOSE
3 Analysing the strategic environment
4 Analysing resources and capabilities
5 Strategy Dynamics 6 Prescriptive purpose delivered through mission, objectives and ethics
7 Purpose emerging from knowledge, technology and innovation
Part 3 DEVELOPING THE STRATEGY
8 Developing business level strategy options
9 Developing corporate level strategy options
10 Strategy evaluation and development: the prescriptive process
11 Finding the strategic route forward: emergent and prescriptive approaches
12 Organisational structure, style and people issues
Part 4 THE IMPLEMENTATION PROCESS
13 Implementing and controlling the strategic plan
14 Developing and implementing customer-driven strategy
15 Managing strategic change
Part 5 DIFFERENT STRATEGY CONTEXTS AND BUILDING A COHESIVE STRATEGY
16 Strategic leadership
17 Entrepreneurial strategy
18 Government, public sector and not-for-profit strategies
19 International expansion and globalisation strategies
20 Building a cohesive corporate strategy
Part 6 CASE STUDIES
Case study 1 Threats and opportunities for Europe's leading airlines Case study 2 SABMiller: South Africa goes quietly global Case study 3 Heineken: What's the best strategy? Build brands or acquire companies?
Case study 4 Global automotive vehicles strategy in a mature market Case study 5 Global automotive vehicles the battle between Ford and Toyota Case study 6 Toyota: what is its strategy for world leadership Case study 7 What can companies learn from 'Chainsaw Al'?
Case study 8 The rise and fall of CEO Carly Fiorina at Hewlett-Packard Case study 9 Disaster and recovery: thinking outside the box at IBM Case study 10 Dell competitive advantage through low cost manufacturing and distribution Case study 11 How Galileo ended up in trouble Case study 12 Emergent strategy: who will stop Apples dominance of the music delivery business?
Glossary Name Index Subject Index