Strategic Management 10th Edition

Quản lý chiến lược
Áp dụng cách tiếp cận quốc tế thực sự, Quản lý chiến lược cung cấp cho bạn thông tin toàn diện về tất cả các lĩnh vực cốt lõi của chiến lược kinh doanh theo cách thân thiện với người đọc. Được cập nhật kỹ lưỡng và bổ sung thêm bốn tác giả hoàn toàn mới, ấn bản thứ mười có các đặc điểm sau: • Xử lý cân bằng các mô hình quản lý chiến lược mang tính quy định và mới nổi. • Ứng dụng lý thuyết chiến lược vào các lĩnh vực then chốt như công nghệ và đổi mới, tính bền vững, chiến lược kinh doanh và khu vực công. • Nội dung tiên tiến về điều hướng sự thay đổi trong môi trường chiến lược, chiến lược chuyển đổi kỹ thuật số và vai trò của các nhóm chiến lược. • 15 nghiên cứu tình huống hoàn toàn mới trình bày các ví dụ thực tế từ các thương hiệu nổi tiếng như Coca-Cola, Airbnb, Apple, Tesla, Toyota, Alibaba, Samsung, Starbucks và các ngân hàng ở Anh, cùng với tài liệu tình huống được cập nhật xuyên suốt.  • Một loạt các công cụ thiết thực để hỗ trợ việc học của bạn, bao gồm tóm tắt các nguyên tắc chiến lược quan trọng, ý tưởng dự án chiến lược, phản ánh quan trọng, câu hỏi và đọc thêm. Thích hợp cho cả học đại học và sau đại học. Giáo sư Richard Lynch là Giáo sư danh dự về Quản lý chiến lược tại Đại học Middlesex, London. Tiến sĩ Oliver Barish là Giảng viên môn Quản lý tại Trường Kinh doanh Birkbeck, Birkbeck, Đại học London. Tiến sĩ Vinh Sum Chau là Giảng viên cao cấp về Chiến lược tại Trường Kinh doanh Kent, Đại học Kent. Tiến sĩ Charles Thornton là Giảng viên về Chiến lược Kinh doanh và Quản lý Hoạt động Dịch vụ tại Trường Kinh doanh Plymouth, Đại học Plymouth. Tiến sĩ Karl Warner là Giảng viên về Chiến lược tại Trường Kinh doanh Adam Smith, Đại học Glasgow.

List of case studies
About the authors
Acknowledgements
About the Tenth Edition
Guided tour
Online resources for lecturers
Tips on writing up strategic projects
PART 1 Introduction
1 Strategic management
1.1 What is strategic management?
1.2 The main topics covered in strategy
1.3 Core areas of strategic management
1.4 Process: linking the three core areas
2 A review of theory and practice
2.1 Prescriptive strategic management in theory and practice
2.2 Emergent strategic management in theory and practice
2.3 Some prescriptive theories of strategic management
2.4 Some emergent theories of strategic management
PART 2 Strategic analysis and purpose
3 Analysing the strategic environment
3.1 Exploring the competitive environment
3.2 Strategic environment – the basics
3.3 Degree of turbulence in the environment
3.4 Analysing the general environment
3.5 Analysing the stages of market growth
3.6 Key factors for success in an industry
3.7 Analysing the competitive industry environment – the contribution of Porter
3.8 Analysing the co-operative environment
3.9 Analysing one or more immediate competitors in depth
3.10 Analysing the customer and market segmentation via strategic groups
3.11 Radical changes in industry trends
4 Analysing resources and capabilities
4.1 Analysing resources and capabilities
4.2 Why does an organisation possess any resources at all? The make-or-buy decision
4.3 Resource analysis and adding value
4.4 Adding value: the value chain and the value system – the contribution of Porter
4.5 Resource analysis and competitive advantage – the resource-based view (RBV)
4.6 Identifying which resources and capabilities deliver sustainable competitive advantage
4.7 Analysing other important company resources: especially human resources
5 Strategy dynamics
5.1 Dynamics of previous history
5.2 Dynamic capabilities
5.3 Upgrading capabilities: how to improve competitive advantage
5.4 The dynamics of the VUCA environment
5.5 Competitive warfare dynamics
5.6 Uncertainty-based strategic dynamics
6 Prescriptive purpose delivered through mission, objectives and ethics
6.1 Shaping the purpose of the organisation
6.2 The purpose of the organisation: shareholders, stakeholders and ‘above average returns’
6.3 Developing a strategic vision for the future
6.4 Stakeholder power analysis
6.5 Corporate governance and the purpose of the organisation
6.6 Purpose shaped by ethics and corporate social responsibility
6.7 Developing the mission
6.8 Developing the objectives
7 Purpose emerging from innovation, new resources and technologies
7.1 The benefits and problems of innovation
7.2 Sources of innovation: market pull and technology push
7.3 Digital transformation: a technology and innovation strategy
7.4 How to innovate: the ‘ideas’ process
7.5 Paradigm shifts in new resources and technology
7.6 General technology standards
7.7 New resource development
PART 3 Developing the strategy
8 Developing business-level strategy options
8.1 Purpose and the SWOT analysis – the contribution of Andrews
8.2 Environment-based options: generic strategies – the contribution of Porter
8.3 Environment-based strategic options: the market options matrix
8.4 Environment-based strategic options: the expansion method matrix
8.5 Resource-based strategic options: the resource-based view
8.6 Resource-based strategic options: cost reduction
9 Developing corporate-level strategy options
9.1 Corporate-level strategy: the benefits and costs of persifying
9.2 Corporate options: degrees of persification
9.3 Corporate strategy and the role of the centre – the principle of parenting
9.4 Corporate strategy: decisions about the company’s persified portfolio products
9.5 The tools of corporate-level options: from acquisitions to restructuring
10 Strategy evaluation and development: the prescriptive process
10.1 Prescriptive strategy content: evaluation against six criteria
10.2 Strategy evaluation: procedures and techniques
10.3 Applying empirical evidence and guidelines
10.4 The classic prescriptive model of strategic management: exploring the process
11 Finding the strategic route forward from knowledge, learning and networks
11.1 Knowledge-based strategy
11.2 Learning-based strategy
11.3 Network-based strategy
11.4 Co-operation-based strategies
12 Organisational structure, style and people issues
12.1 Strategy before structure?
12.2 Building the organisation’s structure: basic principles
12.3 The choice of management style and culture
12.4 Types of organisational structure
12.5 Organisational structures for innovation
12.6 Motivation and staffing in strategy implementation
PART 4 The implementation process
13 Implementing and controlling the strategic plan
13.1 The nature and limitations of the implementation process
13.2 Objectives, task setting and communicating the strategy
13.3 Resource allocation
13.4 Information, monitoring and control
13.5 The Balanced Scorecard: the contribution of Kaplan and Norton
13.6 Prescriptive strategic planning
13.7 What is a business model?
14 Green strategy and sustainability
14.1 Green strategy and sustainability: the main topics
14.2 Green strategy: environmental analysis
14.3 Green strategy: analysing resources and capabilities
14.4 Green strategy: organisational purpose and stakeholders
14.5 Green strategy: knowledge, technology and innovation
14.6 Green strategy: strategic options and choice
14.7 Implementing green strategies
15 Managing strategic change
15.1 The basic concept of strategic change
15.2 Analysing the causes of strategic change
15.3 Prescriptive approaches to managing strategic change
15.4 Emergent approaches to managing change
15.5 Developing a strategic change programme
PART 5 different strategy contexts
16 Strategic leadership
16.1 What is strategic leadership?
16.2 What makes a successful leader?
16.3 How leadership roles change over time
16.4 How leaders cope with power
16.5 Successful strategic leadership
17 Entrepreneurial strategy
17.1 Entrepreneurial strategy: theory and practice
17.2 Entrepreneurial strategy: personal aspects and risk taking
17.3 The four drivers of entrepreneurial strategy: imagination, ideas, invention and innovation
17.4 Entrepreneurial strategy: competitive advantage and ownership
17.5 Implementing entrepreneurial strategy
18 Government, public sector and not-for-profit strategies
18.1 Analysing the strategic environment in public sector strategy
18.2 Analysing resources in the public and not-for-profit sectors
18.3 Exploring the purpose of public and not-for-profit organisations
18.4 Context, content and process in public sector strategy
18.5 Implementation in public sector strategy
19 International expansion and globalisation strategies
19.1 International expansion and globalisation: their meaning and importance
19.2 World trade and the international expansion theories
19.3 International and global expansion: the company perspective
19.4 Developing international relationships such as alliances and joint ventures
Glossary
Index