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La Dirección Estratégica de la Empresa. Teoría y Aplicaciones
(Strategic Management. Theory and Applications)

Luis Angel Guerras-Martín & José Emilio Navas-López

Thomson Reuters-Civitas, Madrid, 2015, 5th edition

ISBN: 978-84-470-5334-6


Foreword, by Álvaro Cuervo

Introduction

Presentation

INDEX
Chapter 1. About strategic management
Chapter 2. Value creation, stakeholders, and corporate governance
Chapter 3. Future orientation and values in the firm
Chapter 4. Environmental analysis
Chapter 5. Analysis of the competitive environment
Chapter 6. Internal analysis
Chapter 7. Competitive advantages and strategies
Chapter 8. Relating competitive strategies to industry characteristics
Chapter 9. The directions for strategic development
Chapter 10. Managing the multibusiness firm
Chapter 11. Methods of development: Mergers and acquisitions (M&A)
Chapter 12. Methods of development: firm cooperation and alliances
Chapter 13. Internationalisation strategy
Chapter 14. Evaluation and implementation of strategies
Chapter 15. Strategy implementation: organisational issues
Chapter 16. Strategic planning and control
INTRODUCTION
Chapter 1. About strategic management
Chapter 1. About strategic management
Introduction
Learning goals

1.1. Strategic decisions
   1.1.1. The concept of strategy
   1.1.2. Other important 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
1.4. Towards a holistic view of strategic management
   1.4.1. Rationality in the strategic management process
   1.4.2. Intended and emergent strategies
   1.4.3. Organisational issues of the strategic management process
Summary box
Questions on the chapter
Activities
Further reading
PART I - STRATEGIC ANALYSIS
Chapter 2. Value creation, stakeholders, and corporate governance
Chapter 3. Future orientation and values in the firm
Chapter 4. Environmental analysis
Chapter 5. Analysis of the competitive environment
Chapter 6. Internal analysis
Chapter 2. Value creation, stakeholders and corporate governance
Introduction
Learning goals

2.1. Firm performance: Value creation
2.2. Corporate stakeholders analysis
2.3. Corporate governance

   2.3.1. Internal mechanisms for management control
   2.3.2. External mechanisms for management control
Summary box
Questions on the chapter
Activities
Case studies
Further reading
Chapter 3. Future orientation and values in the firm
Introduction
Learning goals

3.1. The future orientation of the firm
   3.1.1. Vision
   3.1.2. Mission
   3.1.3. Values
3.2. Strategic objectives
3.3. Corporate social responsibility
   3.3.1. Corporate social responsibility scope
   3.3.2. Factors influencing the level of corporate social responsibility
   3.3.3. Corporate social responsibility and firm performance
3.4. Business ethics
Summary box
Questions on the chapter
Activities
Further reading
Chapter 4. Environmental analysis
Introduction
Objectives
4.1. The environment of the firm
4.2. General environment analysis
4.3. The environment's strategic profile
4.4. Industrial districts

4.5. The analysis of future environment: scenario method
Summary box
Questions on the chapter
Activities
Case studies
Further reading
Chapter 5. Analysis of the competitive environment

Introduction
Learning goals

5.1. Defining the competitive environment
5.2. Analysis of competitive environment: the five forces model

   5.2.1. The intensity of rivalry among competitors
   5.2.2. The threat of new entrants
   5.2.3. The threat of substitute products
   5.2.4. Bargaining power of suppliers and customers
5.3. Limits and extensions of the five forces model
   5.3.1. Relative importance of the industry structure
   5.3.2. Border agents
   5.3.3. Complementary products
   5.3.4. Industry dynamics
   5.3.5. Hypercompetitive industries
5.3. Industry segmentation: strategic groups
5.4. Competitor analysis

Summary box
Questions on the chapter
Activities
Case studies
Further reading

Chapter 6. Internal analysis
Introduction
Learning goals

6.1. A firm's internal diagnosis
   6.1.1. A firm's identity
   6.1.2. Functional analysius and firm's strategic profile
6.2. The value chain
   6.2.1. Value chain activities
   6.2.2. Value chain interrelationships
6.3. Resources and capabilities analysis
   6.3.1. Identifying resources and capabilities
   6.3.2. Evaluating resources and capabilities
   6.3.3. Managing resources and capabilities
6.5. SWOT analysis

Summary box
Questions on the chapter
Activities
Further reading
PART II - STRATEGIC FORMULATION
Chapter 7. Competitive advantages and strategies
Chapter 8. Relating competitive strategies to industry characteristics
Chapter 9. The directions for strategic development
Chapter 10. Managing the multibusiness firm
Chapter 11. Methods of development: Mergers and acquisitions (M&A)
Chapter 12. Methods of development: firm cooperation and alliances
Chapter 13. Internationalisation strategy
Chapter 7. Competitive advantages and strategies

Introduction
Learning goals

7.1. Competitive advantage and strategy
   7.1.1. Concept of competitive advantage
   7.1.2. Concept of competitive strategy
   7.1.3. Creating a competitive advantage
   7.1.4. Sustaining the competitive advantage
7.2. Cost leadership advantage
   7.2.1. Sources of cost leadership advantage
   7.2.2. Conditions for implementation
   7.2.3. Sustaining the advantage and the risks of the cost advantage
7.3. Product differentiation advantage
   7.3.1. Sources of product differentiation
   7.3.2. Conditions for implementation
   7.3.3. Sustaining the advantage and the risks of the product differentiation advantage
7.4. Other models for analyzing competitive strategy
   7.4.1. The “strategy clock”
   7.4.2. Business models
   7.4.3. Blue ocean strategy
Summary box
Questions on the chapter
Activities
Cases studies
Further reading

Chapter 8. Relating competitive strategies to industry characteristics
Introduction
Learning goals

8.1. Industry life cycle model
8.2. Competing in emergent industries

   8.2.1. Characteristics of emergent industries
   8.2.2. Strategies for emergent industries
8.3. Competing in growing industries
   8.3.1. Characteristics of growing industries
   8.3.2. Strategies for growing industries
8.4. Competing in mature industries
   8.4.1. Characteristics of mature industries
   8.4.2. Strategies for mature industries
8.5. Competing in declining industries
   8.5.1. Characteristics of declining industries
   8.5.2. Strategies for declining industries
8.6. Competing in technology-based industries
   8.6.1. Characteristics of technology-based industries
   8.6.2. Strategies for technology-based industries
Summary box
Questions on the chapter
Activities
Case studies
Further reading
Chapter 9. The directions for strategic development
Introduction
Learning goals

9.1. The scope and the development of the firm
   9.1.1. Defining the scope
   9.1.2. Firm growth and development
   9.1.3. Directions for development
9.2. Expansion strategy

   9.2.1. Market penetration
   9.2.2. Product development
   9.2.3. Market development
9.3. Firm diversification
   9.3.1. Related diversification
   9.3.2. Unrelated diversification
9.4. Vertical integration
9.5. Corporate restructuring
   9.5.1. Individual business restructuring
   9.5.2. Business portfolio restructuring
Summary box
Questions on the chapter
Activities
Case studies
Further reading
Chapter 10. Managing the multibusiness firm

Introduction
Learning goals

10.2. Corporate strategy and value creation
10.1.1. Firm diversification and performance   
10.1.2. The role of headquarters in a multibusiness firm
   10.1.3. Strategies for creating value in multibusiness firms
10.2. Strategic business units (SBU)

   10.2.1. Criteria for defining SBUs
   10.2.2. Organisational problems using SBUs
10.3. Basic models for managing multibusiness firms
   10.3.1. Strategic planning
   10.3.2. Financial control
   10.3.3. Strategic control
10.4. Strategic portfolio matrices
   10.4.1. BCG market-share matrix
   10.4.2. McKinsey business screen matrix
   10.4.3. ADL organic matrix
Summary box
Questions on the chapter
Activities
Case studies
Further reading

Chapter 11. Methods of development: mergers and acquisitions
Introduction
Learning goals

11.1. Internal versus external development
   11.1.1. Justifying mergers and acquisitions
   11.1.2. Advantages and pitfalls of external development
11.2. Types of mergers and acquisitions
   11.2.1. Types of mergers
   11.2.2. Types of acquisitions
11.3. Firm deconcentration
11.4. Managing mergers and acquisitions

   11.4.1. Designing the strategy
   11.4.2. Organisational and cultural integration
   11.4.3. Operations integration
   11.4.4. Competition and anti-trust laws
Summary box
Questions on the chapter
Activities
Case studies
Further reading
Chapter 12. Methods of development: firm cooperation and alliances
Introduction
Learning goals

12.1. Cooperation or alliances among firms
   12.1.1. Concept and characteristics
   12.1.2. Justifying firm cooperation
12.2. Cooperation advantages and pitfalls
12.3. Types of agreements
   12.3.1. Contractual agreements
   12.3.2. Equity agreements
   12.3.3. Interorganisational networks
12.4. Managing strategic alliances
   12.4.1. The formation process
   12.4.2. Managing the agreement
   12.4.3. The outcomes of the cooperation
Summary box
Questions on the chapter
Activities
Case studies
Further reading
Chapter 13. Internationalisation strategy
Introduction
Learning goals

13.1. The multinational firm
   13.1.1. Concept of multinational firm
   13.1.2. Reasons for internationalisation
13.2. Global competition: determinant factors and strategies
   13.2.1. Global and multidomestic industries
   13.2.2. Determinant factors for industry globalisation
   16.2.3. Strategies for international competition
13.3. Entry strategies for international markets
   13.3.1. Selecting the target market
   13.3.2. Entry mode strategies
   13.3.3. A comparative analysis of entry modes
13.4. Managing a multinational firm
   13.4.1. Locating activities
   13.4.2. Marketing of products
   13.4.3. Human resources policy: managing expatriates
   13.4.4. Managing the cultural gap
   13.4.5. Organizational structure
Summary box
Questions on the chapter
Activities
Case studies
Further reading
PART III - STRATEGIC IMPLEMENTATION
Chapter 14. Evaluation and implementation of strategies
Chapter 15. Strategy implementation: organisational issues
Chapter 16. Strategic planning and control
Chapter 14. Evaluation and implementation of strategies
Introduction
Learning goals

14.1. The process of evaluating and selecting strategies
   14.1.1. Strategic suitability
   14.1.2. Strategic feasibility
   14.1.3. Strategic acceptability
14.2. Strategy implementation
   14.2.1. Strategy implementation activities
   14.2.2. Factors for implementation success and failure
14.3. Organisational change
Summary box
Questions on the chapter
Activities
Case studies
Further reading
Chapter 15. Strategy implementation: organisational issues
Introduction
Learning goals

15.1. Organisational design
   15.1.1. Types of organisational structure
   15.1.2. Designing the primary structure
15.2. Strategic leadership
15.3. Strategy and human resources
15.4. Organisational culture

   15.4.1. Context factors influencing organisational culture
   15.4.2. Congruence between strategy and organisational culture
   15.4.3. Managing organisational culture change
Summary box
Questions on the chapter
Activities
Case studies
Further reading
Chapter 16. Strategic planning and control
Introduction
Learning goals

16.1. Strategic planning
16.2. Strategic planning activities
16.3. Strategic control

   16.3.1. Measuring firm performance
   16.3.2. The Balanced Scorecard
   16.3.3. Information systems for strategic control
16.4. Controlling internal organisational units
Summary box
Questions on the chapter
Activities
Further reading


List of applications

List of short cases

References

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