مدیریت استراتژیک: مسائل و موارد ۲۰۰۹
Strategic Management: Issues and Cases 2009

1. FIGURES

2. TABLES

3. EXHIBITS

4. PREFACE

1 INTRODUCTION: WHAT IS STRATEGIC MANAGEMENT?

6. What is Strategy?

7. Two Approaches to Strategy

8. Elements of Strategy

9. Our Model of Strategy

10. The Growth Vector

11. Mission Statements

12. Identity

13. Theory of the Business

14. Strategy Evaluation

15. The Book in Brief

2 SITUATION ANALYSIS: THE FIRM AND ITS ENVIRONMENT

17. What do we mean by ‘Environment’?

18. How does one Analyse the Environment?

19. The Nature of the Environment

20. Structural Analysis of the Competitive Environment

21. Identifying the Firm’s Competitive Position

22. The Internal Environment: Resources and Capabilities

23. SWOT Analysis

24. Conclusion

3 BUSINESS-LEVEL STRATEGY

26. Strategic Choice

27. Competitive Strategies

28. Gaining Competitive Advantage

29. Competitive Advantage through Resources and Capabilities

30. Market Turbulence and Hypercompetition

31. Dealing with the Opposition

32. Conclusion

4 CORPORATE-LEVEL STRATEGY

34. Strategic Considerations

35. Directional Strategies

36. Methods of Development

37. Portfolio Strategies

38. Parenting Strategies

39. Selecting Appropriate Strategies

40. Corporate Objectives

5 ORGANIZATION AND STRATEGY

42. Organizational Issues and Strategy

43. Peters and Waterman’s Excellent Organizations

44. Japanese Organizations and Strategic Management

45. Strategic Human Resource Management

46. Magic Kingdoms?

47. Critical Voices

48. New Perspectives on Excellence: Built to Last and Good to Great

49. Organization Design: Strategy and Structure

50. Structuring for Complexity

51. Parenting

52. Competition and Co-operation

6 THE MANAGEMENT OF STRATEGIC CHANGE

54. Triggers for Change

55. Radical Change

56. The Incremental Approach to Change

57. Radical and Incremental Change Compared

58. Strategy Subsystems

59. Managing Change

60. The Innovating Organization

61. Organizational Development and Strategy

62. Change in Service Environments

63. Strategic Management and Leadership

64. Leaders on Leadership

65. Leadership means Change

7 THE FUTURE OF STRATEGY: COMPETENCE AND RESPONSIBILITY

67. Competence

68. Competence, Organization and Human Resources

69. Future Excellence

70. The Future of Strategy

71. Software Wars: Davids v. Goliath

72. Strategy and Responsibility

73. Epilogue

74. Final Thought

8 CASE STUDIES

76. What Business are we in? Boots: the Journey to Well-being

77. The Sad Fate of the Dodo

78. Home Depot in the midst of Transformation

79. The National Health Service: a case of too many trusts?

80. Nokia: a Great Company in a Turbulent Market

81. Rexam: a Classic Transformation

82. Sainsbury: Stuck in the Middle Again

83. Sony: Idei’s Vision

84. GE: the Leadership Practices of Jack Welch

85. Xerox: Capabilities Discovered but not Developed

86. REFERENCES

87. INDEX