Strategic thinking : today's business imperative
Irene M. Duhaime, Larry Stimpert, Julie A. Chesley
| Year of publication: |
2012
|
|---|---|
| Authors: | Duhaime, Irene M. |
| Other Persons: | Stimpert, John Lawrence (contributor) ; Chesley, Julie A. (contributor) |
| Publisher: |
New York : Routledge |
| Subject: | Wettbewerbsvorteil | Competitive advantage | Strategisches Management | Strategic management | Organisationale Entscheidung | Organizational decision-making |
Online Resource
| Extent: | Online-Ressource (xvi, 327 p) ill. (some col.) |
|---|---|
| Type of publication: | Book / Working Paper |
| Language: | English |
| Notes: | Includes bibliographical references and index 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 A Case Study of Business Definition and the Characteristics of Effective Business Definitions Electronic reproduction; Available via World Wide Web |
| ISBN: | 0-203-80762-6 ; 0-415-87502-1 ; 0-415-87503-X ; 978-1-136-66332-1 ; 978-0-203-80762-0 ; 978-0-415-87502-8 ; 978-0-415-87503-5 ; 978-0-415-87502-8 |
| Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10011908416