Studying Strategy James Rowe Download free books at Jim Rowe Studying Strategy Download free eBooks at bookboon.com Studying Strategy 1st edition © 2008 Jim Rowe & bookboon.com ISBN 978-87-7681-420-5 Download free eBooks at bookboon.com Studying Strategy Contents Contents Introduction A Starting Point For Our hinking 10 1.1 Whittington’s Schools of Strategic hought – Philosophies of Strategy 14 1.2 Classical Approaches 18 1.3 Processual Approaches 21 1.4 Evolutionary Approaches 23 1.5 Systemic Approaches 24 1.6 Relecting On ‘Diferent’ Schools Of Strategy 25 1.7 Summary 28 Strategic Management: Models And Ideas 29 2.1 Proit Maximization 29 2.2 Models and Paradigms 33 2.3 Strategic Models 36 2.4 Scanning Models: PEST Analysis 37 2.5 Scanning Models: SWOT Analysis 37 360° thinking Discover the truth at www.deloitte.ca/careers © Deloitte & Touche LLP and affiliated entities Download free eBooks at bookboon.com Click on the ad to read more Studying Strategy Contents 2.6 Mission Statements 40 2.7 Time Based Models: Industry/Organisational Lifecycle 42 2.8 Growth Models: BCG Matrix 43 2.9 Growth Models: Ansof ’s Growth Matrix 45 2.10 Strategy Structure 46 2.11 BPR – Business Process Engineering 47 2.12 Summary 50 2.13 Summary Points 51 Strategic Management: Approaches And Methods 52 3.1 Strategic Analysis, Choice and Implementation 54 3.2 Competitive Strategy 56 3.3 Value 63 3.4 Chaos and Complexity – Ordinary and Extraordinary Management 65 3.5 Summary 67 3.6 Summary Points 67 Inluences on Action: Of Lobsters, Boiling Frogs and Nappies 68 4.1 Prologue 69 4.2 Recipes 72 Increase your impact with MSM Executive Education For almost 60 years Maastricht School of Management has been enhancing the management capacity of professionals and organizations around the world through state-of-the-art management education Our broad range of Open Enrollment Executive Programs offers you a unique interactive, stimulating and multicultural learning experience Be prepared for tomorrow’s management challenges and apply today For more information, visit www.msm.nl or contact us at +31 43 38 70 808 or via admissions@msm.nl the globally networked management school For more information, visit www.msm.nl or contact us at +31 43 38 70 808 or via admissions@msm.nl Download free eBooks at bookboon.com Click on the ad to read more Studying Strategy Contents 4.3 Archetypes 75 4.4 Institutional Isomorphism 77 4.5 Growth Cycles 78 4.6 Life Cycles 81 4.7 Summary 82 4.8 Summary Points 83 Resource Based Strategy 84 5.1 Prologue 84 5.2 What Is A Key Resource? 86 5.3 he Emergence of Resource Based Strategy 87 5.4 Core Competence 89 5.5 Key Assets 93 5.6 Resource Networks 96 5.7 Interconnections And Embeddedness 97 5.8 Summary 97 5.9 Summary Points 99 GOT-THE-ENERGY-TO-LEAD.COM We believe that energy suppliers should be renewable, too We are therefore looking for enthusiastic new colleagues with plenty of ideas who want to join RWE in changing the world Visit us online to find out what we are offering and how we are working together to ensure the energy of the future Download free eBooks at bookboon.com Click on the ad to read more Studying Strategy Contents Global And International Strategic Management 100 6.1 Prologue 100 6.2 he Eclectic Paradigm: Ownership, Location and Internalisation 104 6.3 Why Globalise? 107 6.4 he Single Diamond Model of Global Competitiveness 109 6.5 he Double Diamond Model of Global Competitiveness 111 6.6 Strategy, Resources and Knowledge 114 6.7 Cultural Dimensions 115 6.8 Summary 119 6.9 Summary Points 121 Strategic Action: Culture, Change And Leadership 122 7.1 Change 122 7.2 Model Of Culture 126 7.3 Modes Of Culture 129 7.4 he Embodiment Of Leadership – he Leader 130 7.5 Why Change Culture? 131 7.6 On Culture And Change 132 With us you can shape the future Every single day For more information go to: www.eon-career.com Your energy shapes the future Download free eBooks at bookboon.com Click on the ad to read more Studying Strategy Contents 7.7 On Implementing Change 133 7.8 Culture Change 135 7.9 Summary 137 7.10 Summary Points 139 Public Sector Strategic Management 140 8.1 Prologue 140 8.2 What is the Public Sector? 140 8.3 Trajectory Of he Public Sector 142 8.4 Public Sector Management 145 8.5 Environment of Public Sector Strategy 148 8.6 Relection on Public/Private Sector Diferences 153 8.7 Something Borrowed 157 8.8 Change 160 8.9 Summary 164 8.10 Summary Points 166 Endnotes 167 www.job.oticon.dk Download free eBooks at bookboon.com Click on the ad to read more Studying Strategy Introduction Introduction he purpose of this book is fairly simple, to introduce and relect on some of the key writers, ideas, models and approaches in strategic management Chapter one is brief overview of how strategy got here Whittington’s work is used to give an overview of diferent views (or even philosophies) of strategy positioned for us in a framework We use Whittington’s (2001) model of strategy as our base model Whittington’s classical, evolutionary, processual and systemic strategy ofers us a reference point as well as the underpinning for diferent ways of dealing with strategy Chapter two attempts to outline some of the tools or models that are commonly used in strategy for thinking about or doing strategy he chapter also outlines some of the seminal ideas that more recent approaches hark back to Some of the tools you will be familiar with from other subjects but some not Chapter three attempts to set into some sort of framework the tools outlined in chapter two It also takes an opportunity to explore the original school of strategy – ‘classical’ Here some of the approaches of the originals are examined along with a still current ‘old master’ M.E Porter Porter’s work on competition ofers both a model of strategy and a view of the organisation in a particular environment i.e competing with other irms rather than just meeting the demands of a market – one of the early key shits in strategy Chapter four questions the notion that strategy is planned then executed (i.e voluntarist) by considering models that explore the idea that strategy is the outcome of internal and external organisational and individual forces (i.e determinist) Chapter ive outlines the resource-based view of strategy that counters the Michael Porter concept of market positioning he resource–based view suggests that strategy must be built on internal strengths and competences rather than the spotting of a gap in the market then moving to ill it Chapter six moves away from the mainstream notion of home or domestic strategy to consider what about strategy development would need to change or have to be reconsidered if an organisation wished or was forced to compete globally Chapter seven develops on from the cultural dimension of globalisation to consider culture, leadership and change in a strategic context Chapter eight again takes a departure from the mainstream of strategy, which is usually concerned with large private sector irms to consider strategy in the public sector Chapter nine attempts to draw some of the elements of the book together and position some of the ideas in a simple model Download free eBooks at bookboon.com Studying Strategy A Starting Point For Our Thinking A Starting Point For Our Thinking James Rowe At school one of the most diicult things to make in woodwork or cookery classes was a start his might explain why so many chapters of books or academic papers start with a poem or a quotation from Ambrose Bierce or Dorothy Parker – they make a start for you hey act as a irst intervention; you have done something upon which you can now begin to relect Here then is our start Figure 1.1 outlines the model of thinking about strategy development that this work references itself to he model is fairly self-explanatory but to clarify a distinction is drawn between strategising and strategy Strategising, is the thinking about strategy (planning/theorising) and strategic action, is the doing of strategy that usually implies some form of implementation and change Structure implies not just the organigram (the various functional structures of the organisation – various departments) but also the information and production systems and the management structures as well as the structure of the management of strategy Culture here can be considered as the general perceptions of acceptable behaviours, stories, language, history and myths of the organisation that impact upon the other three and absorb their consequences Strategic Action Structure Strategising Culture Figure 1.1: The Dimensions of Strategic Action Download free eBooks at bookboon.com 10 Changing cultures structures and strategies of the environment ... Rowe Studying Strategy Download free eBooks at bookboon.com Studying Strategy 1st edition © 2008 Jim Rowe & bookboon.com ISBN 978-87-7681-420-5 Download free eBooks at bookboon.com Studying Strategy. .. are you learning about strategy? Question (Objective) Possible Response (Strategy) So what’s the objective of learning about strategy? It’s my strategy to pass a module in strategy So your objective... developing your strategy or counter strategy Evolutionary strategy suggests that it is better to let the environment choose the strategy rather than the manager he underpinning of evolutionary strategy