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Fundamentals of Strategic Management

J.E. Navas-López & L.A. Guerras-Martín

2nd edition, 2018

Foreword, by Anoop Madhok

Presentation

INDEX
Chapter 1. About strategic management
Chapter 2. Future direction and values
Chapter 3. Environmental analysis
Chapter 4. Internal analysis
Chapter 5. Competitive advantages and strategies
Chapter 6. The directions for strategic development
Chapter 7. Methods of development
Chapter 8. Internationalisation strategy
Chapter 9. Evaluation and implementation of strategies
INTRODUCTION
Chapter 1. About strategic management
Chapter 1. About strategic management

Learning goals
1.1. Strategic decisions
   1.1.1. The concept of strategy
   1.1.2. Other major concepts
   1.1.3. Levels of strategy
1.2. The process of strategic management and its responsibility
   1.2.1. Phases of the strategic management process
   1.2.2. Responsibility for strategic decisions
   1.2.3. Fit and change in the strategic management process
1.3. Strategic management as a field of study
   1.3.1. Approaches to strategic management
   1.3.3. Towards a holistic view of strategic management
Summary box
Questions on the chapter
Activities
Further reading

PART I - STRATEGIC ANALYSIS
Chapter 2. Future direction and values
Chapter 3. Environmental analysis
Chapter 4. Internal analysis
Chapter 2. Future direction and values

Learning goals
2.1. The firm's future direction
   2.1.1. Corporate vision
   2.1.2. Corporate mission
   2.1.3. Strategic objectives
2.2. Firm performance: Value creation
   2.2.1. Measuring performance through profit/return
   2.2.2. Measuring performance through value
2.3. Corporate stakeholders and corporate governance
   2.3.1. Corporate stakeholders
   2.3.2. Corporate governance
2.4. Corporate values
   2.4.1. Corporate social responsibility
   2.4.2. Business ethics
Summary box
Questions on the chapter
Activities
Case studies
Further reading

Chapter 3. Environmental analysis

Learning goals
3.1. The business environment
3.2. Analysis of the general environment

   3.2.1. The environment's strategic profile
   3.2.2. Industrial districts
3.3. Analysis of the competitive environment
   3.3.1. Defining the competitive environment
   3.3.2. Analysis of the industry's structure
   3.3.3. Limitations and extensions of the five-forces model
   3.3.4. Industry segmentation: strategic groups
Summary box
Questions on the chapter
Activities
Case studies
Further reading

Chapter 4. Internal analysis

Learning goals
4.1. A firm's internal diagnosis
   4.1.1. A firm's identity
   4.1.2. A firm's functional analysis and its strategic profile
4.2. The value chain
   4.2.1. Value chain activities
   4.2.2. Value chain interrelations
4.3. Analysis of resources and capabilities
   4.3.1. Identifying resources and capabilities
   4.3.2. Strategically evaluating resources and capabilities
   4.3.3. Managing resources and capabilities
4.4. SWOT analysis
Summary box
Questions on the chapter
Activities
Case studies
Further reading

PART II - STRATEGIC FORMULATION
Chapter 5. Competitive advantages and strategies
Chapter 6. The directions for strategic development
Chapter 7. Methods of development
Chapter 8. Internationalisation strategy
Chapter 5. Competitive advantages and strategies

Learning goals
5.1. Competitive advantage and strategy
   5.1.1. Concept of competitive advantage and strategy
   5.1.2. Creating and sustaining a competitive advantage
5.2. Cost leadership advantage
   5.2.1. Sources of cost advantage
   5.2.2. Conditions of application and implementation of cost advantage
   5.2.3. Maintaining the cost advantage and its risks
5.3. Differentiation advantage
   5.3.1. Sources of differentiation
   5.3.2. Conditions of application and implementation of differentiation advantage
   5.3.3. Maintaining the advantage in differentiation and its risks
5.4. Tthe “strategy clock” model
5.5. Strategies based on an industry's life-cycle

   5.5.1. Strategies for emergening industries
   5.5.2. Strategies for growth industries
   5.5.3. Strategies for mature industries
   5.5.4. Strategies for declining industries
Summary box
Questions on the chapter
Activities
Case studies
Further reading

Chapter 6. The directions for strategic development

Learning goals
6.1. The scope of the firm and its strategic development
   6.1.1. Defining the scope of the firm
   6.1.2. Firm growth and development
   6.1.3. Directions for development
6.2. Expansion strategy
6.3. Firm diversification
   6.3.1. Related diversification strategy
   6.3.2. Unrelated diversification strategy
6.4. Vertical integration
6.5. Restructuring the business portfolio

Summary box
Questions on the chapter
Activities
Case studies
Further reading

Chapter 7. Methods of development

Learning goals
7.1. Internal versus external development
   7.1.1. Justifying external development
   7.1.2. Advantages and pitfalls of external development
   7.1.3. Types of external development
7.2. Types of mergers and acquisitions
   7.2.1. Types of mergers
   7.2.2. Types of acquisitions
   7.2.3. Managing mergers and acquisitions
7.3. Strategic alliances: cooperation between firms
   7.3.1. Concept and characteristics
   7.3.2. Types of agreements
   7.3.3. Managing strategic alliances
Summary box
Questions on the chapter
Activities
Case studies
Further reading

Chapter 8. Internationalisation strategy

Learning goals
8.1. The multinational firm
   8.1.1. Concept of multinational firm
   8.1.2. Reasons for internationalisation
8.2. Global competition: determinant factors and strategies
   8.2.1. Concept of global and multi-domestic industries
   8.2.2. Determinant factors for globalisation
   8.2.3. Alternative strategies for international competition
8.3. Entry strategies for international markets
   8.3.1. Selecting the target country
   8.3.2. Entry mode strategies
8.4. Managing a multinational firm
   8.4.1. Locating activities
   8.4.2. Marketing of products
   8.4.3. Human resources policy: the management of expatriates
   8.4.4. Managing the cultural gap
   8.4.5. Structural models
Summary box
Questions on the chapter
Activities
Case studies
Further reading

PART III -STRATEGIC IMPLEMENTATION
Chapter 9. Evaluation and implementation of strategies
Chapter 9. Evaluation and implementation of strategies

Learning goals
9.1. The process of evaluating and selecting strategies
   9.1.1. Suitability
   9.1.2. Feasibility
   9.1.3. Acceptability  
9.2. Strategy implementation
9.3. Defining the organisational support

   9.3.1. The design of organisational structure
   9.3.2. Management and leadership
   9.3.3. Strategy and human resources
   9.3.4. Organisational culture
9.4. Administrative support systems
   9.4.1. Strategic planning
   9.4.2. Strategic control
Summary box
Questions on the chapter
Activities
Further reading


References
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