Книги

This paper is about the role of scenarios in strategic management. Generally, a scenario depicts some feasible future state of organizational's environment and mostly includes the dynamic sequence of interacting events, conditions and changes that is nessasary to reach that state. The scenario approach changed considerably during the last two deacades. This reflected in the different functions ascribed to scenarios. The more traditional functions (in first generation scenarios) are tool for evaluation and selection of ctrategies, integration of various kinds of data, and exploration and identification of future possibilities. The more recent ones (in second generation scenarios) are making managers aware of environmental uncertainties, stretching of managers' mental models, and triggering and accelerating processes of organizational learning. The paper discusses especially the later cluster of functions wich are closely linked to each other.
By linking the dynamic-development process to Kolb's learning cycle and strategic management, the strategic learning cycle can be enhanced. The strategic learning cycle elucidates a number of bottlenecks that may seriously hinder learning within strategic management. Scenarios seem to dissolve these bottelnecks and in doing so support strategic learning.

The paper deals with the issues of what sources of competitive advantage have been activated most frequently in the Slovenian business firms in the last years and how well they can be explained by the existing theories. The research is based on the empirical survey that was carried out in the period from November 2000 to March 2001 in the Slovenian (mostly) medium and large business firms. The responses for the questionnaire that had been prepared were collected in randomly chosen 77 business firms (the banking sector was excluded).

A wide variety of factors influence the quality of strategic decisions. This research considers one such influence, the Strategic Decision Making process. It explores whether previous theoretical propositions hold in quite different organisations in a very different business environment, namely a University in England. The research examines how a strategic problem was addressed. Interviews with the Top Management Team, supported by documentary evidence, are content analysed for the relevance of the propositions in this new environment. Two cases of decision making, relating to the same problem, in a single university suggest that the propositions are indeed relevant.

Strategic Executive Development--written by three leaders in the field of executive development, James F. Bolt, Michael McGrath and Michael Dulworth--shows how world-class companies use executive development to drive business strategy and affect growth. This important resource presents five strategic uses of executive development that produce demonstrable business impact. Based on empirical data gathered from their extensive research and consulting, and a comprehensive survey of executive development in leading organizations, this book answers the key question: What are the investments in executive development that have the biggest impact? Using illustrative case studies, the authors clearly demonstrate how executive development is being successfully implemented at some of the world's most recognizable and enduring companies, including Texas Instruments. These cases describe what is working and why, offer insights into the key process steps, and show how companies have measured and validated the effects of executive development. Strategic Executive Development offers the framework needed to create an executive development strategy and program that will help your organization achieve measurable business results and develop the executive capabilities needed to win in the marketplace

Carpenter/Sanders is the first book built around a dynamic perspective on strategy. Three themes constitute the dynamic perspective on strategy: (1) changing strategies for changing times, (2) the integration of formulation and implementation, and (3) strategic leadership. Crafting Business Strategy for Dynamic Contexts- chapter 6 is the aggregate of much of the current research on dynamic strategies, including: Competitive Dynamics, Technological Changes, and Hypercompetition . After reading the chapter, students will learn models that guide them through formulating and implementing a strategy in a dynamic, or changing, environment. Strategy Diamond: The strategy diamond outlines five key elements necessary for creating a complete strategy: arenas, vehicles, differentiators, staging, and economic logic. The Strategy Diamond gives students a concrete model for considering all aspects of a strategy in order to create and implement a complete strategy. The arenas and staging elements deal specifically with the dynamic aspect of strategy. How Would You Do That” exercises- There are two of these robust exercises in each chapter, immersing students in the implementation challenges real companies face. The exercises allow implementation to remain in the forefront of the student’s minds even in the formulation chapters. Market- For undergraduate/MBA strategic management courses.

The eleventh edition of Strategic Management is a current, well-written strategic management book with the most up-to-date compilation of cases available. Designed in functional four-color, it offers a popular practitioner-oriented perspective, focuses on skill-building in all major areas of strategy formation, implementation, and evaluation, and weaves three very contemporary themes throughout each chapter–globalization, the natural environment, and e-commerce. The author provides and overview of strategic management, as well as strategy formulation and implementation, strategy evaluation, strategic management case analysis, 46 Experiential Exercises and 43 cases including service company cases and manufacturing company cases. For management professionals, small business owners and others involved in business

A guide integrating the most current strategic management theories and practices, with an array of interactive features. Includes comprehensive cases at the end of each chapter, of companies such as Levi-Strauss and Starbucks, a companion Web site giving students access to online study guides, Internet resources, and more

During the past few years, the global environment has been increasingly causing revolutionary, disruptive innovation changes in traditional industries, corporations and business models. Traditional approaches to strategy are proving to be inadequate to deal with these changes, and those who want to survive and succeed in the highly competitive global economy urgently need more dynamic, innovative and holistic approaches to strategy and strategic management.
The major focus of this book is to provide new strategic management approaches and tools to enable capabilities for rapid, discontinuous organizational innovation and change. For both advanced students and business managers, it presents a well-balanced combination of leading-edge theory supported by published articles of prominent scholars, and case studies & examples, all designed to substantiate a new strategic mindset, innovative tools, and practical applications for significantly increased innovative capabilities

Due to the dramatic shifts in the knowledge economy, this book provides a significant departure from traditional strategic management concepts and practice. Designed for both advanced students and business managers, it presents a unique combination of new strategic management theory, carefully selected strategic management articles by prominent scholars such as Gary Hamel, Michael Porter, Peter Senge, and real-world case studies.
On top of this, the authors link powerful new benchmarks in strategic management thinking, including the concepts of Socio-Cultural Network Dynamics, Systemic Scorecards, and Customer Knowledge Management with practical business challenges and solutions of blue-chip companies with a superior performance

While most management books focus on industrial companies, this book deals with firms selling professional services to other firms or institutions. Examples are law and accounting firms, engineering and marketing consultants, architechts, insurance brokers and investment bankers. Based on in-depth studies of firms in multiple industries, the book presents a number of examples as well as a framework for the development of firm strategies

The main purpose of this paper is to examine the effect of strategic moves on the likelihood of organizational survival in a population of firms which has undergone continuous and radical transformations in its environment. To this end, the authors propose and test two competitive hypotheses which are the result of two other theoretical perspectives about the consequences of strategic change: the adaptation view (classic strategic management and dynamic capabilities) and the ecological approach. While from the former strategic change has a positive effect on the likelihood of organizational survival, from the ecological approach, strategic change implies an increase in the likelihood of organizational extinction. The sample used to test the two proposed hypotheses is the Spanish private banks population over the period 1983-1997. The results confirm the negative effect of strategic change on the likelihood of organizational extinction, in line with the conclusions of the adaptive perspective and other research carried out in different settings. This paper introduces two important methodological innovations: (a) the definition and measurement of strategic change by using a new cluster algorithm, MCLUST; and (b) the control of the non-observable heterogeneity using panel data models for logit regression.

Strategic Planning for Local Government, second edition, outlines the strategic planning process in local government and helps local government leaders anticipate and shape the future of their communities. It covers practical ways of obtaining information, analyzing that information, and developing a vision for the community that can be translated into programs and line items in a budget.

This paper draws upon activity theory to analyse an empirical investigation of micro strategy, identified here as strategy as practice, in three UK universities. Activity theory provides a framework of four interactive components from which strategy emerges; the collective structures of the organisation, the primary actors, in this research conceptualised as the top management team (TMT), the practical activities in which they interact and the strategic practices through which interaction is conducted. Using this framework, the paper focuses specifically on the formal practices involved in direction setting, resource allocation, and monitoring and control. Strategic practices are found to be idiosyncratic to the interpretative context in which they are used and this is associated with different patterns of strategy as practice in each institution. Strategic practices are also associated with a tendency towards stability in one case study but are evolving and being reinterpreted in the other two cases. Drawing upon the activity theory framework, this finding is used to model the tendencies for continuity or change in the three case studies, depending upon the way that practices either distribute shared interpretations or mediate between contested interpretations of strategy within the activity system. This modelling is used to examine the relationships between strategic practices and strategy as practice in organisational continuity and change.

Armstrong and Brown hold great faith in strategic reward and present here their ‘new realism’ philosophy on the subject. They base this new work on their twenty years’ experience of advising on reward strategies. It examines the essence and context of strategic reward and considers the processes involved in developing and implementing reward strategies. It includes an overview of the risks and the opportunities in pursuing a reward strategy and demonstrates how critical it is to the dual agenda of successful organizational performance and the motivation and engagement of staff

The structurationist perspective offers a pertinent avenue of reflection for renewing knowledge in strategy. By considering strategy as a structure of social activity, the structurationist perspective provides an understanding of how strategy, through the use of rules and resources, is produced and reproduced in the interactions of knowledgeable and reflexive agents. To illustrate this point of view, the author present two episodes that demonstrate how ties with clientele are transformed in daily life in a top-of-the-line clothing company undergoing reorganisation. Analysis of these episodes highlights three micro-practices of structuration of strategy: translating the orientation, disciplining the client, and justifying the change. The analysis also demonstrates that strategic activity is, by overcoding, embedded in contexts such as industry and society. The paper ends by outlining the elements of a structurationist perspective of strategising.