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STRATEGY
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Strategic Management: A Dynamic Perspective, Concepts and Cases

Strategic Management: Concepts and Cases

Carpenter/Sanders is the first book built around a dynamic perspective on strategy.

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 level 0 indent Collapse nested items Chapter 1: Introducing Strategic Management
 
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 level 0 indent Collapse nested items Chapter 2: Leading Strategically through Effective Vision and Mission
 
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 level 0 indent Collapse nested items Chapter 3: Examining the Internal Environment: Resources, Capabilities, and Activities
 
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 level 0 indent Collapse nested items Chapter 4: Exploring the External Environment: Macro and Industry Dynamics
 
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 level 0 indent Collapse nested items Chapter 5: Creating Business Strategies
 
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 level 0 indent Collapse nested items Chapter 6: Crafting Business Strategy for Dynamic Contexts
 
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 level 0 indent Collapse nested items Chapter 7: Developing Corporate Strategy
 
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 level 0 indent Collapse nested items Chapter 8: Looking at International Strategies
 
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 level 0 indent Collapse nested items Chapter 9: Understanding Alliances and Cooperative Strategies
 
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 level 0 indent Collapse nested items Chapter 10: Studying Mergers and Acquisitions
 
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 level 0 indent Collapse nested items Chapter 11: Employing Strategy Implementation Levers
 
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 level 0 indent Collapse nested items Chapter 12: Considering New Ventures and Corporate Renewal
 
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 level 0 indent Collapse nested items Chapter 13: Governing in the 21st Century
 
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 level 0 indent Collapse nested items Chapter 1: What Is Strategy and the Strategic Management Process?
 
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 level 0 indent Collapse nested items Chapter 3: Evaluating a Firm’s Internal Capabilities
 
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 level 0 indent Collapse nested items Chapter 4: Cost Leadership
 
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 level 0 indent Collapse nested items Chapter 5: Product Differentiation
 
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 level 0 indent Collapse nested items Chapter 6: Vertical Integration
 
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 level 0 indent Collapse nested items Chapter 7: Corporate Diversification
 
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 level 0 indent Collapse nested items Chapter 8: Organizing to Implement Corporate Diversification
 
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003

Like an old-fashioned three-legged race, the business and technology sides of any company are running today with the left leg of one tied to the right leg of the other. The top executives interviewed in this book (see overflow page for a partial list) know where competitive leaders are headed.

 Winning the Three Legged Race is the first major output of the new Business Technology Management (BTM) Institute, reflecting insights from world-class experts in industry and academia. It gives enterprise, line-of-business, and IT leaders a powerful framework for optimizing areas critical to producing sustainable value from technology:

1. Strategy, planning, and management.

2. Technology investment.

3. Strategic enterprise architecture.

4. Governance and organization.

 For each area, the authors identify implications for ordered processes, organizational structures, information requirements, and technology. Winning the Three Legged Race introduces the BTM Maturity Model: a breakthrough benchmark for setting priorities and mapping effective change paths. The authors support their framework with up-to-the-minute data, new case studies, executive interviews, and Top 10 Action Lists that empower decision-makers to act--and get results.

Sample Chapter    What Is BTM?  Our Server

 

004

Business Policy and Strategic Managment

This material is about decision making which determines whether a firm excels, survives, or dies. This decision process is called "strategic management." The job of strategic managers is to make the best use of a firm's resources in a changing environment.

The material is designed to help you integrate the functional tools you have learned. These include the analytical tools of production operations management, marketing management, financial management, accounting, physical distribution and logistics, and personnel and labor relation. All of these provide help in analyzing business problems. The material provide you with an opportunity to learn when to use which tools and how to deal with trade-offs when you cannot maximize the results or preferences of all the functional areas simultaneously.

Understanding a company's strategy and effectiveness is not easy. It requires that you look at how the company has come to grips with the challenges and opportunities facing it. It requires that you make judgments about whether the business or other organization is well run and how to improve its operations and results. This is a challenging job, the job of top managers of divisions or companies. It will provide you with a new understanding of how companies succeed or fail. More...

 

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005

Please Go to our On Competition Site.

Competitive Strategy...    ( our server only )

A summary of the introduction of Michael Porter book.

Also Strategy   ( our server only )

 

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BCG Insight

Until 1963, management consulting firms had focused largely on achieving incremental improvements in their clients' operations or organizations. Through an abiding belief in the power of insight, Bruce Henderson was able to change that.

His approach was to challenge companies to look beyond their core processes to recognize the dynamics of a changing world and the need to position themselves accordingly.

The results for BCG's clients have always included a more fundamental understanding of their industries going forward, a more precise determination of how value is created, and a more clear appreciation of the many factors that drive sustainable competitive advantage.

It's through the challenge of illuminating such insights that we continue to distinguish ourselves from our competition while honoring this legacy of faith in the power of a more enlightened understanding.

Over the past four decades, ideas such as the experience curve, the growth-share matrix, time-based competition, and the new economics of information have become fundamental to both the science of business management and the practice of global strategic consulting.

Also See our BCG Readings

 

008

Management Tasks , Responsibilities, Practices

by Peter Drucker The Father of Management

Also The Theory of the Business   ( our server only )

 

 

009

Leader to Leader: Complete Text Articles

Global Best Practices

Leader to Leader Our Selection

 

 

010   
Video Presentation From HBS

Please see Creating Competitive Advantage Through Organizational Learning  by David A. Garvin
Harvard Business School

Please see Getting Global Strategy Right by Pankaj Ghemawat
Harvard Business School

Please see Judo Strategy  by David B. Yoffie
Harvard Business School

Please see Strategy is Destiny: A Perspective on Leadership  by Robert Burgelman
Stanford Graduate School of Business

Please see Managing People for Competitive Advantage by Christopher A. Bartlett
Harvard Business School

Please see Return on Management   by Robert Simons
Harvard Business School

Please see Strategic Alliances: The Power of Partnering Between Nonprofits and Businesses  by James Austin
Harvard Business School

Please see The New Strategic Weapon: Information Technology by F. Warren McFarlan
Harvard Business School

Please see Where Do Great Strategies Come From?  by Jan W. Rivkin
Harvard Business School

Please see Competing in High-Velocity Industries by William P. Barnett
Stanford Graduate School of Business

Please see Fatal Ascent: Leadership Lessons from the 1996 Everest Tragedy by Michael A. Roberto
Harvard Business School

Please see Defining Moments: A Framework for Moral Decisions by Joseph L. Badaracco Jr.
Harvard Business School

Please see Entrepreneurial Marketing by Joseph B. Lassiter III
Harvard Business School

Please see Fostering Innovation: 11 1/2 Weird Ideas that Work by Robert I. Sutton
Stanford Graduate School of Business

Please see Irrational Succession: The Role of the Board in CEO Selection by Rakesh Khurana
Harvard Business School

Please see The Politics of Innovation by Debora L. Spar
Harvard Business School

Please see How to Make Ideas Stick by Chip Heath
Stanford Graduate School of Business

Please see The Life Sciences Revolution: Changing the Language of Business by Juan Enriquez
Harvard Business School

Please see The Opportunity and Threat of Disruptive Technologies by Clayton M. Christensen
Harvard Business School

Please see Consumer-Driven Health Care: A Revolution for Employers, Consumers, and Providers  by Regina E. Herzlinger
Harvard Business School

Please see Why Customers Matter by W. Earl Sasser
Harvard Business School

Please see Sprint Selling & Turbo-Charged Market Development by Benson P. Shapiro
Harvard Business School

 

 

011

Guidelines For Better Pricing Decisions.

SAS Links

 

 

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Trust & the Virtual Organization by Charles Handy ( our server only )

Strategy and the New Economics of Information  by Philip B. Evans & Thomas S Warster    ( our server only )

 

 

013

Businessweek: Special Reports

 

 

 

The Negotiation Academy - Europe

 

 

 


 

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