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Strategic Thinking : Today's Business Imperative.
As other books on business policy and strategy cover a broad range of topics, models, frameworks, and theories, the unique feature of this book is that it covers all this, but also focuses on how managers of business firms understand their business environments, assess and marshal their firms'...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Taylor & Francis,
2011.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Front Cover; Strategic Thinking; Copyright Page; Full Contents; Preface; About the Authors; Chapter 1. Managerial Decision Making and Strategic Management; Chapter Objectives; Strategy's Unique Focus on the Management of Firms and Businesses; The Tasks of General Managers; Managerial Thinking: A New Perspective on Strategic Management; Strategy As a Pattern in a Stream of Decisions; What Makes Strategy "Strategic?"; A Model of Strategic Management; Conclusion: Three Key Themes; Key Points; Key Questions for Managers; Suggestions for Further Reading; Chapter 2. Competitive Advantage.
- Chapter ObjectivesWhat is Competitive Advantage?; Criteria that Determine Whether Resources and Capabilities Can Provide Firms with Competitive Advantage; How Firms Acquire a Competitive Advantage: The Development of Unique Capabilities; Using the Value Chain to Evaluate Organizational Resources and Capabilities; The Distinction between Content and Process, and the Importance of Core Competencies and Socially Complex Resources; Conclusion: The Fleeting Nature of Competitive Advantage; Key Points; Key Questions for Managers; Suggestions for Further Reading.
- Appendix: Ways of Assessing Firm PerformanceChapter 3. Managers and Strategic Decision Making in Business Firms; Chapter Objectives; How Managerial Thinking Influences Decision Making, Strategies, and Firm Performance; The Sources of Managerial Beliefs; Characteristics of the Decision Making Process and Problems Associated with Managerial Thinking; Practical Usefulness of Understanding Your Own and Others' Mental Models; Conclusion: The Qualities of Effective Business Leaders; Key Points; Key Questions for Managers; Suggestions for Further Reading.
- Appendix: Mapping Mental Models to Understand Strategic Decision MakingChapter 4. Frameworks for the Analysis of Industry Environments; Chapter Objectives; What is an Industry?; Why Analyze Industry Environments?; How Much Does Industry Matter?; SWOT Analysis; The Five Forces Model; Application of the Five Forces Model; Limitations of the Five Forces Model; Synthesis: How Tools for Industry Analysis Relate to the Three Key Themes Emphasized throughout This Book; Key Points; Key Questions for Managers; Suggestions for Further Reading; Chapter 5. A Dynamic Model of Industry Structuring.
- Chapter ObjectivesIntroduction; The Nature of Industry Change; The Role of Managerial Thinking in Industry Evolution; Patterns in the Evolution of Industries; Using the Dynamic Model for Industry Analysis; Industry Restructuring and the Key Themes of This Book: Some Specific Implications for Management Practice; Conclusion; Key Points; Key Questions for Managers; Suggestions for Further Reading; Chapter 6. Business Definition and Positioning; Chapter Objectives; What Are Business Definition and Positioning?; Business Definition and Competitive Advantage.