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Fundamentals of Strategic Management

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

Foreword, by Anoop Madhok

Presentation

INDEX
Chapter 1. About strategic management
Chapter 2. Corporate objectives 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. 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. Rationality in the strategic decision-making process
   1.2.4. Fit and change in the strategic management process
1.3. Strategic management as a field of study
   1.3.1. Evolution of strategic management
   1.3.2. 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. Corporate objectives and values
Chapter 3. Environmental analysis
Chapter 4. Internal analysis
Chapter 2. Corporate objectives and values
Learning goals
2.1. Mission, vision and strategic objectives
   2.1.1. Corporate mission
   2.1.2. Corporate vision
   2.1.3. Strategic objectives
2.2. Value creation and stakeholders
   2.2.1. Value creation as a main firm's objective
   2.2.2. Corporate stakeholders
2.3. Corporate governance
   2.3.1. Internal mechanisms of management control
   2.3.2. External mechanisms of management control
2.4. Corporate values
   2.4.1. Corporate social responsibility
   2.4.2. Business ethics
Summary box
Questions on the chapter
Activities
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. Industry segmentation: strategic groups
   3.3.4. Competitor analysis
3.4. Importance of environmental analysis for firm competitiveness
Summary box
Questions on the chapter
Activities
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 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
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. Barriers to imitation and conditions of application
   5.2.3. Risks of the cost advantage
5.3. Differentiation advantage
   5.3.1. Sources of differentiation
   5.3.2. Barriers to imitation and conditions of application
   5.3.3. Risks of the advantage in differentiation
5.4. Extending Porter's competitive strategies: the “strategy clock”
5.5. Strategies based on an industry's maturity state

   5.5.1. Competing in new or emergent industries
   5.5.2. Competing in mature industries
   5.5.3. Competing in declining industries
Summary box
Questions on the chapter
Activities
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
   6.2.1. Market penetration
   6.2.2. Product development
   6.2.3. Market development
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

   6.5.1. Business restructuring
   6.5.2. Portfolio restructuring
Summary box
Questions on the chapter
Activities
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. Mergers and acquisitions
   7.2.1. Mergers
   7.2.2. Acquisitions
   7.2.3. Firm deconcentration
   7.2.4. 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
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
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 medium

   9.3.1. The design of organisational structure
   9.3.2. Management and leadership
   9.3.3. 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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