| Description |
1 online resource (xxiv, 314 pages) |
| Contents |
Cover; Business Strategy: Managing Uncertainty, Opportunity, and Enterprise; Copyright; Dedication; Preface; Contents; Figures; Acronyms; 1: Introduction to Strategic Work, Language, and Value; 1.0 Introduction; 1.1 What Does "Strategic" Mean?; 1.2 Intention and Context; 1.3 Data Difficulties; 1.4 People-Based Difficulties; 1.5 Four Paradigms of Strategic Work and Talk; 1.6 Corporate Strategy's Beginnings; 1.7 Convergence of Practitioner and Academic Inputs; 1.8 Methodological Questions; 1.9 Consultants' Inputs; 1.10 Academics' Inputs; 1.11 Talk and Communication; 1.12 Historical Methods |
|
1.13 Profit and Growth1.14 Summary; 2: Strategic Analysis-Consulting Tools; 2.0 On Method; 2.1 Strengths, Weaknesses, Opportunities, and Threats (SWOT); 2.2 Learning and the Experience Curve; 2.3 Life Cycle; 2.4 What is Going On Here?; 2.5 Break-Even; 2.6 Porter's 5-Force Analysis and Economic Rents versusChandler's "Fit" Approach; 2.7 Ansoff 's Strategy Matrix; 2.8 BCG and Some Other Matrices; 2.9 Organizational Change; 2.10 Knowledge and K-Flow; 2.11 Scenario Planning; 2.12 Culture and Stakeholders; 2.13 Triple Bottom Line and the Theory of Sustainable Society; 2.14 The Balanced Scorecard |
|
2.15 Goldratt's Theory of Constraints2.16 Summary; 3: Strategic Analysis-Academic Models; 3.0 On the Academics' Method and Questions; 3.1 Value-Chain and Team Production; 3.2 Principal-Agent Theory; 3.3 Transaction Cost Economics; 3.4 Horizontal and Vertical Integration; 3.5 Penrose on the Growth of the Firm; 3.6 Resource- and Capabilities-Based Views; 3.7 Evolution and Self-Regulation; 3.8 Entrepreneurship Theory; 3.9 Strategy-as-Practice; 3.10 Summary; 4: Building Language and the Business Model; 4.0 On This Chapter's Method; 4.1 The Strategic Task; 4.2 Mise en Place; 4.3 Data Collection |
|
4.4 BM as Language4.5 Exploring Language; 4.6 BM as Diagram; 4.7 Von Clausewitz's Methodology; 4.8 Changing the BM; 4.8.1 Hilti; 4.8.2 Intel; 4.8.3 IBM; 4.8.4 Airbus; 4.8.5 Arsenal Football Club; 4.9 Summary; 5: Persuading Supporters; 5.1 Talk; 5.2 OK, We Have Strategy, Now What?; 5.3 Communication; 5.3.1 Fidelity; 5.3.2 Meaning; 5.3.3 Natural Language; 5.3.4 Saying; 5.3.5 Knowing Already; 5.3.6 Natural or Formal; 5.3.7 Entrepreneurial Idea; 5.3.8 Leveraging Uncertainties; 5.4 Rhetoric; 5.4.1 Ethos; 5.4.2 Arrangement and Proof; 5.4.3 Style, Memory, and Delivery; 5.5 Question Theory |
|
5.6 Strategic Change5.7 Summary; 6: The Business Strategist's World; 6.1 Making Management's Knowledge; 6.2 Practical Philosophizing, or How Managers Do NotThink Like Academics; 6.3 History and the Private Sector Firm; 6.4 Technology; 6.5 Labor and Work; 6.6 Management Education; 6.7 Self-Preparation; 6.8 Summary; 6.9 Concluding Remarks; Appendix A: On Case-Writing and Teaching; Appendix B: Teaching From This Book; Appendix C: Some Strategy Texts and Their Implicit Theory; Appendix D: Further Reading; Index |
| Summary |
Emphasising that firms face uncertainties and unknowns, this book argues that the core of strategic thinking and processes rests on the organization and its leaders developing newly imagined solutions to the opportunities that these uncertainties open up. It presents new approaches for managers, consultants, strategy teachers and students |
| Bibliography |
Includes bibliographical references (pages 296-303) and index |
| Notes |
Print version record |
| Subject |
Strategic planning.
|
|
BUSINESS & ECONOMICS -- Industrial Management.
|
|
BUSINESS & ECONOMICS -- Management.
|
|
BUSINESS & ECONOMICS -- Management Science.
|
|
BUSINESS & ECONOMICS -- Organizational Behavior.
|
|
Strategic planning
|
|
Management.
|
|
Business & Economics.
|
|
Management Theory.
|
| Form |
Electronic book
|
| LC no. |
2013943044 |
| ISBN |
9780191766442 |
|
0191766445 |
|
9780191510090 |
|
0191510092 |
|
