Cargando…
Strategic Analytics : Integrating Management Science to Strategy.
Defines common ground at the interface of strategy and management science and unites the topics with an original approach vital for strategy students, researchers and managersStrategic Analytics: Integrating Management Science and Strategy combines strategy content with strategy process through the...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Newark :
John Wiley & Sons, Incorporated,
2018.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Title Page; Copyright; Contents; About the Companion website; Chapter 1 Introduction to Strategic Analytics; 1.1 What is Analytics?; 1.2 What is Management Science?; 1.3 What is Information Technology: New Challenges?; 1.4 What is Strategic Management?; 1.4.1 What are the Characteristics of Strategic Problems?; 1.5 Strategy Analytics: Integrating Management Science with Strategic Management; References; Chapter 2 Dynamic Managerial Capabilities for a Complex World Under Big Data; 2.1 Dynamic Managerial Capabilities; 2.1.1 Task Dimension; 2.1.2 Cognitive Dimension.
- 2.1.3 Behavior Dimension2.2 Integrating Management Science and Strategic Management: Managers as Modelers; 2.2.1 Modeling; 2.2.2 Behavior with and Beyond Models; 2.2.3 Modeling Systems; 2.2.4 Big Data Analytics Capabilities; 2.3 End of Chapter; 2.3.1 Revision Questions; 2.3.2 Case Study: The Future of Strategizing; References; Further Reading; Chapter 3 External Environment: Political, Economic, Societal, Technological and Environmental Factors; 3.1 The PESTE Analysis; 3.1.1 Limitations of PESTE Analysis; 3.2 Integrating Management Science in the Strategic Management Process.
- 3.2.1 Achieving Consistency in PESTE Analysis Using the Analytic Hierarchy Process3.3 End of Chapter; 3.4.1 Revision Questions; 3.4.2 Case Study: Westmill Co-op and the Rise of Renewable Energy; References; Further Reading; Chapter 4 Industry Dynamics; 4.1 Defining the Industry; 4.2 Porter's Five Forces and Industry Dynamics; 4.2.1 Bargaining Power of Suppliers; 4.2.2 Bargaining Power of Buyers; 4.2.3 Substitutes; 4.2.4 Threat of New Entrants; 4.2.5 Intensity of Rivalry; 4.2.6 Strategic Issues Derived from Five Forces Analysis; 4.3 Integrating Management Science into Strategic Management.
- 4.3.1 Revenue Management4.3.2 Evaluating Competitors' Performance in the Market Using Text Mining; 4.4 End of Chapter; 4.4.1 Revision Questions; 4.4.2 Case Study: Strategic Evaluation of Entering in a New Market as a Low-cost Airline Using System Dynamics Modeling; 4.4.2.1 Describing the Key Strategic Aspects of a Business Using a System Dynamics Model; 4.4.2.2 The easyJet Case; References; Further Reading; Chapter 5 Industry Evolution; 5.1 Dynamic Behavioral Model of Industry Evolution; 5.1.1 Industries as Feedback Systems; 5.1.2 A Behavioral Model of Organizations.
- 5.1.3 Dynamic Behavioral Model of Industry Evolution5.1.4 Types of Dynamic Behavior and Strategic Implications on the Evolution of Industries; 5.2 Integrating Management Science into Strategic Management; 5.2.1 Exploring Industry Evolution Using System Dynamics; 5.2.2 Understanding How the Levels of Integration/Interaction Between Companies Affect the Evolution of Companies Using NKC Models; 5.2.2.1 Insights from the Model; 5.2.3 Uncovering the Evolution of the Technology in an Industry Using Latent Topic Modeling; 5.3 End of Chapter; 5.3.1 Revision Questions.