Strategic Management 1st Edition - From Confrontation to Transformation

Quản lý chiến lược
Từ đối đầu đến chuyển đổi
Trong quá trình tìm kiếm lợi thế cạnh tranh, việc điều hướng sự thay đổi có thể khó khăn. Theo cấu trúc bốn phần độc đáo, tập trung vào việc đối mặt với các vấn đề chiến lược, nhận biết các cơ hội và mối đe dọa, lựa chọn chiến lược và chuyển đổi tổ chức, cuốn sách giáo khoa thiết yếu này cung cấp một góc nhìn mới mẻ và đầy thách thức về quản lý chiến lược. Bao gồm các lý thuyết và khái niệm mới nhất cũng như áp dụng cách tiếp cận định hướng hành động, cuốn sách bao gồm: • Nội dung tiên tiến về các giai đoạn chuyển đổi-cảm giác-chọn-chọn-chuyển đổi của quản lý chiến lược như mục đích và tính bền vững, các công nghệ mới nổi, hệ sinh thái và nền tảng, và đổi mới mô hình kinh doanh • Bốn chương chẩn đoán cung cấp các công cụ thực tế cho từng giai đoạn của quy trình chiến lược • Gần 70 nghiên cứu điển hình về các công ty nổi tiếng quốc tế như Airbnb, Ben & Jerry's, Epic Games store, Hilton, Icebreaker, McDonald's, Nestlé, Northvolt, Tesla và PayPay • Hộp 'Tranh luận chính' phác thảo các quan điểm đối lập về các chủ đề nóng trong lĩnh vực chiến lược và hộp 'Trọng tâm chiến lược' tìm hiểu sâu hơn về các hiện tượng đương đại. Người hướng dẫn có thể truy cập nhiều nguồn tài nguyên trực tuyến, bao gồm hướng dẫn giảng dạy hoàn chỉnh với các ghi chú giảng dạy nghiên cứu tình huống, đọc thêm và liên kết video, PowerPoint và một loạt các nghiên cứu điển hình bổ sung. Thích hợp cho sinh viên đại học và sau đại học về chiến lược, Quản lý chiến lược: Từ đối đầu đến chuyển đổi sẽ giúp bạn nâng cao kiến ​​thức và kinh nghiệm phát triển và thực hiện chiến lược trong thế giới thực. Henk W. Volberda là Giáo sư Chiến lược & Đổi mới tại Trường Kinh doanh Amsterdam, Đại học Amsterdam. Rick M.A. Hollen là Giảng viên và Nhà nghiên cứu tại bộ phận Chiến lược & Kinh doanh Quốc tế của Trường Kinh doanh Amsterdam, Đại học Amsterdam và là Phó Nghiên cứu Quản lý tại Trung tâm Đổi mới Kinh doanh Amsterdam (ACBI). Joana R. Pereira là Giảng viên trong nhóm Chiến lược và Tổ chức của Trường Kinh doanh Đại học Leeds, Đại học Leeds. Jatinder S. Sidhu là Giáo sư và Chủ tịch về Tổ chức và Quản lý Chiến lược tại Trường Kinh doanh Đại học Leeds, Đại học Leeds. Kevin Heij là Nhà nghiên cứu cao cấp của Trung tâm Đổi mới Kinh doanh Amsterdam tại Trường Kinh doanh Amsterdam, Đại học Amsterdam.

List of Tables and Figures
List of Cases, Strategic Foci and Key Debates
Preface
About the Authors
Online Resources for Instructors
Guided Tour
Acknowledgements
1 Introduction to Strategic Management
Introduction
What is strategy?
Perspectives on strategy formation
How to earn above-average returns: I/O model versus resource-based model
Strategy formation: Deliberate and emergent strategy
Schools of strategy formation
Prescriptive schools of strategy formation
Descriptive schools of strategy formation
The strategic management process: Confront-Sense-Choose-Transform
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
PART I Confront
2 Direction, Purpose and Sustainability
Introduction
Mission
Vision
Values
Purpose
Balancing the pursuit of economic and sustainability goals
Diverging versus converging purpose
Purpose journeys
Strategic objectives
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
3 Stakeholders and Corporate Governance
Introduction
Stakeholders
Stakeholder management
Corporate governance
Models of corporate governance
Corporate governance mechanisms
Corporate governance internationally
Global trends in corporate governance
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
4 Competitive Rivalry and Nonmarket Forces
Introduction
Competitive rivalry
Market commonality
Resource and capability similarity
Blurring industry boundaries
Nonmarket forces
PESTEL-segments
Shaping and managing the nonmarket context
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
5 Emerging Technologies
Introduction
Technology life-cycle models
S-curves cyclical model
Gartner Hype-cycle model
Technology impact on firms’ business models
Industry 4.0
Web 3.0
Emergent technologies’ impact on the way entities collaborate and organize
Crowdsourcing
Online communities
DAOs (decentralized autonomous organizations)
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
Diagnostic Part I: Confrontrix
Introduction
Macro-environmental analysis
Understand
Plan
Micro-environmental analysis
Control
Endnotes (references)
Acknowledgements
Part II Sense
6 Industry and Product-Market Analysis
Introduction
Industry and product-market boundaries
Market structure
Industry and product-market life-cycle
Market forces
Profit pools
Value networks
Strategic groups
Rivalry
Drivers of competitive behaviour
Behavioural profile
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Key terms
7 Customer Analysis
Introduction
Market segmentation and segment viability
Market segmentation
Segment viability
Market segmentation in the digital era
Value disciplines
Operational excellence
Customer intimacy
Product leadership
Value disciplines, hypercompetition and ambidextrous organizations
Blue Ocean strategy
Strategy canvas
The benefits and risks of Blue Ocean thinking
Blue Ocean and the Red Queen effect
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Key terms
8 Resources, Routines, Capabilities and Competencies
Introduction
Resources
Routines
Capabilities
Dynamic capabilities
Competencies
Sustainable competitive advantage
Ad hoc problem solving
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
9 Ecosystems and Platforms
Introduction
Ecosystems
Ecosystems as a distinct value system
Modularity
Complementarity
Ecosystem emergence and governance
Competition in and between ecosystems
Platforms
Types of platforms
Platforms versus pipeline businesses
Network effects
Winner-takes-all outcomes
Kickstarting platform growth
Beyond the size of the network
Platform governance
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
Diagnostic Part II: iSense
Introduction
Internal analysis
Resources, capabilities and competencies
Internal value chain analysis
External analysis
Stages of external analysis
Industry and product-market analysis
Customer analysis
Ecosystem analysis
Sensing external and internal factors
SWOT overview
SWOT analysis
Endnotes (references)
PART III Choose
10 Business-level Strategy
Introduction
Generic competitive strategies
Differentiation strategy
Cost leadership strategy
Focus strategy
Hybrid positioning: Best cost provider strategy
Strategic positioning
Competitive strategies in a digital era
Pipeline versus platform strategies: External network effects as main differentiator
Platform competition
Competitive dynamics
Strategic implications of an industry’s clockspeed
Responding to disruptive new ways of competing
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
11 Diversification and Internationalization
Introduction
Corporate scope
Conceptualizing persification and internationalization
Diversification as a growth strategy
Types of persification
Modes of persification
Reasons for persification
To persify or not to persify? Some critical questions
Levels of persification
Diversification levels and performance
Internationalization as a growth strategy
Types of internationalization
Country selection
Modes of internationalization
Reasons for internationalization
Risks of internationalization
Levels of internationalization
International strategies
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Key terms
12 Corporate-level Strategy
Introduction
Corporate-level, business-level and functional-level strategy
The corporate parent
The quest for corporate parenting advantage
Functions of the corporate parent
Corporate logics
Synergy management
Capital orchestration
Alternative corporate logics
Parenting strategy composition
Parental involvement
Parental control
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
13 Network-level Strategy
Introduction
Forms of cooperative arrangements
Equity alliances
Contractual alliances
Associational alliances
Coopetition
Reasons for entering alliances
Choice of alliance partner
Alliance management and dynamics in the post-formation stage
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Key terms
Diagnostic Part III: ChooseWell
Introduction
Business portfolio frameworks
Growth-Share Matrix
Advantage Matrix
Directional Policy Matrix
Life-Cycle Matrix
Market-Activated Corporate Strategy Framework
Parental Fit Matrix
Core competencies view
Better-off test
Ownership test
Endnotes (references)
Part IV Transform
14 Reconfiguration and Restructuring
Introduction
Acquisition-based reconfiguration
Acquisition motives
Wealth creation from acquisitions
Divestiture-based reconfiguration
Divestiture transaction formats
Implementing pestitures: The carve-out delivery process
Restructuring
Organizational restructuring
Financial restructuring
Corporate decline and turnaround
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
15 Strategic Entrepreneurship
Introduction
Entrepreneurship and opportunity recognition
Innovation and innovation strategy
Corporate innovation
Crowdsourcing and open innovation
Corporate startup engagement
Managing strategic entrepreneurship
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
16 Business Model Innovation
Introduction
Elements of a business model
The architecture of activities
How value is created and how the firm appropriates that value
A business model sets out the competitive strategy
Disruption and early warning signs
Erosion of business models
Warning signs of disruption
Business model innovation
Business model generation
Business model replication
Hybrid business models
Business model transformation
The Business Model Innovation Matrix
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
17 Strategic Renewal
Introduction
Strategic renewal: Perspectives and dimensions
Selection and adaptation perspectives on strategic renewal
Dimensions of strategic renewal
Organizational learning in strategic renewal
Towards sustained strategic renewal: Permanent solutions for multiunit firms
Organizational ambidexterity: Balancing exploration and exploitation
Mastering strategic renewal: Exploring the different roles of managers
Strategic renewal journeys
Renewal journeys of the future
Summary
Review questions
Discussion questions
Further reading
Endnotes (references)
Acknowledgements
Key terms
Diagnostic Part IV: Transformax
Introduction
Fostering corporate entrepreneurship
Business model ideation: Designing alternative business models
How to describe your existing business model: The business model canvas
Structured ideation: Conceiving alternative business models
Business model transformation
Disruption test
Business model innovation test
Determining the transformation journey
Levers and enablers test
Strategic renewal: Revitalization trajectories
Assessing current and required flexibility
Assessment of flexibility fitness
Endnotes (references)
Acknowledgements
Index