Contemporary issues in strategic management 1st Edition by Paul Phillips,Luiz Moutinho 1317380320 9781317380320

1 Introduction

1.1 Learning Objectives

1.2 Introduction

1.3 Evolution of Business Strategy Theory

1.4 Strategic Planning

1.5 New Thrusts in Strategic Management

1.6 Organisational Success

1.7 Overview of Textbook

1.8 End of Chapter Self-Reflection Questions

References

Part 1 Strategic Management Primer

2 Strategy

2.1 Learning Objectives

2.2 Introduction

2.3 Strategy Terminology

2.4 Vision, Mission And Objectives

2.5 Perspectives of Strategy

2.6 Strategy Consulting

2.7 Chapter Summary

2.8 End of Chapter Self-Reflection Questions

References

3 Strategic Analysis

3.1 Learning Objectives

3.2 Introduction

3.3 Strategy

3.4 External Environment

3.5 Internal Analysis

3.6 How to Compete

3.7 Chapter Summary

3.8 End of Chapter Self-Reflection Questions

References

4 Case Study Analysis

4.1 Learning Objectives

4.2 Introduction

4.3 Format for Case Study Analysis

4.4 Chapter Summary

4.5 End of Chapter Self-Reflection Questions

4.6 Case Study

References

Part 2 Globalisation

5 Creating The Global Organisation

5.1 Learning Objectives

5.2 Introduction

5.3 Globalisation

5.4 Analysing Nations’ Competitiveness And Mnes

5.5 Chapter Summary

5.6 End of Chapter Self-Reflection Questions

References

6 Creating Value in a Global Context

6.1 Learning Objectives

6.2 Introduction

6.3 Key Academic Theory

6.4 New Models for Innovation

6.5 What Is Value-Based Management?

6.6 Marketing Metamorphosis

6.7 The Secret of Meaningful Marketing

6.8 Chapter Summary

6.9 End of Chapter Self-Reflection Questions

References

7 Emerging Economies

7.1 Learning Objectives

7.2 Introduction

7.3 a Changing World

7.4 The Structure of Traditional Businesses in Emerging Economies

7.5 Emerging Market Multinational Corporations (Emncs)

7.6 Chapter Summary

7.7 End of Chapter Self-Reflection Questions

References

Part 3 Contemporary Themes

8 Strategic Agility And Design

8.1 Learning Objectives

8.2 Introduction

8.3 Key Academic Theory

8.4 The Problem With Strategy – Strategy As a Wicked Problem

8.5 Defining The Corporate

8.6 What Is Agility?

8.7 The Lost Art of Organisational Design

8.8 Ways to Empower The Organisation

8.9 It Is Time to Move Away From The Traditional Human Resource Department

8.10 Betapreneurship Means Seeing Failure As a Learning Curve

8.11 Meaningful Management

8.12 Chapter Summary

8.13 End of Chapter Self-Reflection Questions

References

9 Business Ethics

9.1 Learning Objectives

9.2 Introduction

9.3 Ethical Behaviour

9.4 Trends in Ethics

9.5 Ethics in Decision-Making (Eidm)

9.6 Chapter Summary

9.7 End of Chapter Self-Reflection Questions

References

10 Digital Strategy

10.1 Learning Objectives

10.2 Introduction

10.3 E-Business Strategy Reflection

10.4 Organisational Flexibility

10.5 Social Media

10.6 Internet of Things

10.7 Chapter Review

10.8 End of Chapter Self-Reflection Questions

References

11 Small and Medium-Sized Enterprises

11.1 Learning Objectives

11.2 Introduction

11.3 Factors That Influence Strategy in Smes

11.4 What is Strategy Anyway?

11.5 What Role Do People Play?

11.6 The Contribution of Smes to Economic Activity

11.7 Chapter Summary

11.8 End of Chapter Self-Reflection Questions

Notes

References

12 Strategic Performance Measurement

12.1 Learning Objectives

12.2 Introduction

12.3 Performance Blind Spots

12.4 Performance Measurement Systems

12.5 Strategic Performance Measurement Systems Approaches

12.6 Application of The Balanced Scorecard

12.7 Marketing Performance

12.8 Performance Measurement in The Public Sector

12.9 Chapter Summary

12.10 End of Chapter Self-Reflection Questions

References

Part 4 Radical/Futures Themes

13 Strategic Thinking

13.1 Learning Objectives

13.2 Introduction

13.3 Key Academic Theory

13.4 a Reverse Innovation

13.5 Deglobalisation Redraws The Investment Map

13.6 The Problem of Business Ecosystems

13.7 Why a Business System?

13.8 Strategic Thinking

13.9 What is Fair Value?

13.10 Chapter Summary

13.11 End of Chapter Self-Reflection Questions

References

14 The Future of The Future

14.1 Learning Objectives

14.2 Introduction

14.3 Key Academic Theory

14.4 Strategic Thinking

14.5 Why The Paradigm Shift is So Difficult in Management

14.6 The Role of Networks in Organisational Change

14.7 Shifting to a Matrix Structure From Brain- and Region-Centric Structures

14.8 Combining Dispersed Personnel Into a Single Function

14.9 The Age of The Multi-Sided Business Tool

14.10 Innovating From The Bottom of The Pyramid

14.11 What is a Multi-Sided Platform?

14.12 Business Colonies Defined

14.13 Management Dilemmas

14.14 Participatory Change, Participatory Economy

14.15 Chapter Summary

14.16 End of Chapter Self-Reflection Questions