Strategy 4th Edition - Theory and Practice

About the AuthorsOnline ResourcesGuided TourAcknowledgements1 Strategy: Theory and Practice – An IntroductionLearning objectivesIntroductionStrategy’s antecedents in warcraft and statecraftThe development of the field of strategyOverview of contemporary strategyIn Practice: UNIQLOStrategy todayDigital imperatives for a future agenda for strategyIn Practice: GoogleSustainability and strategyThe limits of strategySummaryExercisesCase Study: Volkswagen and diesel2 Strategy, Industry Competitive Forces and PositioningLearning objectivesIntroductionBusiness unit and corporate-level strategyUnderstanding the external macro environmentStrategic groupsGeneric strategiesIn Practice: Sainsburys vs. AldiCreating new markets: Blue ocean strategyIn Practice: Games Workshop’s strategySummaryExercisesCase Study: Disney’s strategy and COVID-193 Strategy, Resources and CapabilitiesLearning objectivesIntroductionResources and capabilitiesIn Practice: McDonald’s: value creation and generic strategyResource-based view (RBV)Introducing capabilitiesDynamic and ordinary capabilities viewIn Practice: HaierSummaryExercisesCase Study: Netflix versus Amazon: Dynamic capabilities for global success4 Strategy and InnovationLearning objectivesIntroductionUnderstanding innovationIn Practice: Creative destruction and fossil fuelsCreating value and strategic advantage through innovationIn Practice: Innovation in a pandemic: Mars Petcare and SecuritasEnablers of strategic innovationIn Practice: Intrinsically gendered innovationSummaryExercisesCase Study: Innovating mobility by building a platform5 Strategy: Make or Buy?Learning objectivesIntroductionInternalization: Vertical and horizontal integrationIn Practice: NetflixIn Practice: Valeant PharmaceuticalsExternalization: OutsourcingIn Practice: Outsourcing: Military contractingTransaction costs and the make or buy questionTransaction Cost Economics (TCE)In Practice: Comcast and Disney theme park strategySummaryExercisesCase Study: After Disney closed one of its major studios, animation is under pressure in pandemic Hollywood6 Strategy and CollaborationLearning objectivesIntroductionInter-firm cooperationStrategic alliancesIn Practice: Amazon Fresh and supermarket alliancesIn Practice: Star Alliance: A global partnership of airlinesDifficulties with strategic partnershipsManaging collaborationIn Practice: Collaborations in fashionStrategic networksIn Practice: Foxconn: Car makerOpen strategySummaryExercisesCase Study: PS5, Xbox and BMW: Chips and supply chains7 Strategy: Going GlobalLearning objectivesIntroductionMultinational enterprisesIn Practice: Jardine MathesonIn Practice: Multinational supply chains and famous brandsIn Practice: Headquarters and subsidiaries: Goldman SachsBRICsSummaryExercisesCase Study: Huawei8 Strategy and Corporate GovernanceLearning objectivesIntroductionCorporate governance: Definition and historyCorporate governance, the boardroom and strategy-makingIn Practice: Strategy and board oversight: Lehman BrothersIn Practice: Corporate blind eyes at Boeing and TeslaComparative corporate governanceCorporate codes of ethics and corporate social responsibility (CSR)In Practice: Volkswagen’s ethicsCorporate social responsibility and corporate governanceIn Practice: Danone, CEOs and progressive corporate governanceIn Practice: Is eco-taxation the answer?SummaryExercisesCase Study: Big Tech’s corporate governance9 Strategy ProcessesLearning objectivesIntroductionThe planning school and emergent school: Contests and controversiesIn Practice: Honda’s entry into the US motorcycle industry: Rational analysis or emergent learning?Five problems of strategic planning, according to MintzbergMintzberg’s five Ps of strategyAndrew Pettigrew and process approachesIn Practice: IKEAStrategy and learning processesStrategy and cultural processesStrategic sensemaking and storytellingIn Practice: Strategy as a map?Strategy storiesOrganizational storytellingIn Practice: AirbnbStories as formal narrativesIn Practice: Apple: Every organization tells a storyDiscourses as storyingSummaryExercisesCase Study: University strategy and process approaches in perspective10 Strategy as PracticeLearning objectivesIntroductionStrategy as practiceWhat do we mean by strategy AS practice?Strategy practice and communicationWhat tools do strategists use?In Practice: Strategy practice and COVID-19The tool makers: consultants and strategyIn Practice: The management consulting masters?Strategy practitionersStrategic decision-makingIn Practice: Decision-making in the Cuban Missile CrisisSummaryExercisesCase Study: Strategy practice in a strategic change project11 Strategy and Organizational PoliticsLearning objectivesIntroductionMachiavelliPower in decision-makingIn Practice: The end of management power?Intra-organizational politics and political skillIn Practice: How Uber beat the competition with a political campaignIn Practice: Playing the office politics gameIn Practice: Boardroom battles and family feudsMultinationals and subsidiary politicsBusiness elites and strategySummaryExercisesCase Study: The politics of strategy in a Mexican maquiladora12 Strategic ChangeLearning objectivesIntroductionTypes of changeWhat is strategic change?In Practice: How the climate crisis is transforming the meaning of ‘sustainability’ in businessIn Practice: Blocking strategic change: The myth of the founding Tech TitanImplementing changeLeading strategic change: Sensemaking, symbolism, communicationPower, politics and resistance to strategic changeSummaryExercisesCase Study: Tekco: A strategic restructuring that failedGlossaryReferencesIndex