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Author Irene M. Duhaime, Irene M
Title Strategic Thinking : Today's Business Imperative
Imprint Florence : Taylor & Francis Group, 2011
©2012
book jacket
Edition 1st ed
Descript 1 online resource (340 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Note Front Cover -- Strategic Thinking -- Copyright Page -- Full Contents -- Preface -- About the Authors -- Chapter 1. Managerial Decision Making and Strategic Management -- Chapter Objectives -- Strategy's Unique Focus on the Management of Firms and Businesses -- The Tasks of General Managers -- Managerial Thinking: A New Perspective on Strategic Management -- Strategy As a Pattern in a Stream of Decisions -- What Makes Strategy "Strategic?" -- A Model of Strategic Management -- Conclusion: Three Key Themes -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Chapter 2. Competitive Advantage -- Chapter Objectives -- What is Competitive Advantage? -- Criteria that Determine Whether Resources and Capabilities Can Provide Firms with Competitive Advantage -- How Firms Acquire a Competitive Advantage: The Development of Unique Capabilities -- Using the Value Chain to Evaluate Organizational Resources and Capabilities -- The Distinction between Content and Process, and the Importance of Core Competencies and Socially Complex Resources -- Conclusion: The Fleeting Nature of Competitive Advantage -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Appendix: Ways of Assessing Firm Performance -- Chapter 3. Managers and Strategic Decision Making in Business Firms -- Chapter Objectives -- How Managerial Thinking Influences Decision Making, Strategies, and Firm Performance -- The Sources of Managerial Beliefs -- Characteristics of the Decision Making Process and Problems Associated with Managerial Thinking -- Practical Usefulness of Understanding Your Own and Others' Mental Models -- Conclusion: The Qualities of Effective Business Leaders -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Appendix: Mapping Mental Models to Understand Strategic Decision Making
Chapter 4. Frameworks for the Analysis of Industry Environments -- Chapter Objectives -- What is an Industry? -- Why Analyze Industry Environments? -- How Much Does Industry Matter? -- SWOT Analysis -- The Five Forces Model -- Application of the Five Forces Model -- Limitations of the Five Forces Model -- Synthesis: How Tools for Industry Analysis Relate to the Three Key Themes Emphasized throughout This Book -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Chapter 5. A Dynamic Model of Industry Structuring -- Chapter Objectives -- Introduction -- The Nature of Industry Change -- The Role of Managerial Thinking in Industry Evolution -- Patterns in the Evolution of Industries -- Using the Dynamic Model for Industry Analysis -- Industry Restructuring and the Key Themes of This Book: Some Specific Implications for Management Practice -- Conclusion -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Chapter 6. Business Definition and Positioning -- Chapter Objectives -- What Are Business Definition and Positioning? -- Business Definition and Competitive Advantage -- A Case Study of Business Definition and the Characteristics of Effective Business Definitions -- Characteristics of the Business Definition Process -- The Challenges of Continuous Redefinition -- Conclusion: Business Definition and the Book's Three Key Themes -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Chapter 7. Business Strategy and Competitive Advantage -- Chapter Objectives -- Background -- Generic Business Strategies -- Generic Business Strategies: Some Illustrations -- The Efficiency and Effectiveness of Generic Strategies -- Unattractive Characteristics of Commodity Markets, the Challenge of Price Competition, and Commodification -- The Limits of Differentiation
Do Some Companies Enjoy Dual Advantage, or the Ability to Pursue Both Differentiation and Cost Leadership Strategies Successfully? -- Conclusion: Generic Strategies and the Book's Three Key Themes -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Chapter 8. Business Strategy and Competitive Advantage in Emerging Industries and for Online Businesses -- Chapter Objectives -- Competition in Emerging Industries and the Value of First-Mover and Second-Mover Strategies -- Online Competition -- Conclusion: The Importance of Managerial Thinking, Environmental Change, and Organizational Learning in Developing Effective Business Strategies -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Chapter 9. The Challenges of Mature Industry Environments and Competition in Manufacturing and Service Sectors -- Chapter Objectives -- Competition in Mature Industry Environments -- Competition in Manufacturing and Service Industries -- Conclusion and the Book's Three Key Themes -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Chapter 10. Corporate Strategy and Diversifi cation -- Chapter Objectives -- The Focus of Corporate Strategy, Why Firms Diversify,and the Different Types of Diversification -- The Aim of Corporate Strategy: Synergy -- Problems in Exploiting Potential Synergies -- Diversification and Firm Performance -- Corporate Strategy and the Three Key Themes Emphasized in This Book -- Conclusion -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Appendix: The Use of Portfolio Management in Diversified Firms to Achieve Financial Synergies -- Chapter 11. Organizational Structure and the Implementation of Strategy -- Chapter Objectives -- The Characteristics of Business Organizations -- A Definition of Organizational Structure
The Components of Organizational Structure -- Issues and Problems in Organizing -- Emerging Issues and New Types of Organizational Structure -- Conclusions: Organizational Structure and the Book's Three Key Themes -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Chapter 12. The Management of Strategic Change -- Chapter Objectives -- Introduction: "Strategic Change Management" -- Managerial Thinking and Environmental Change -- Two Different Types of Organizational Learning and Change -- Implications and Recommendations -- Conclusion -- Key Points -- Key Questions for Managers -- Suggestions for Further Reading -- Notes -- Index
There are many strategy books available in the marketplace for today's student or business professional; most of them view strategy from the 10,000 foot level, while Strategic Thinking looks at this important business topic through a different lens. Written from the perspective of a manager, this book builds on theories of managerial and organizational cognition that have had a powerful influence on many business fields over the last two decades. As other books on business policy and strategy cover a broad range of topics, models, frameworks, and theories, the unique feature of this book is that it covers all this, but also focuses on how managers of business firms understand their business environments, assess and marshal their firms' resources, and strive for advantage in the competitive marketplace. It examines the economic, structural, and managerial explanations for firm performance. Offering professors and business people who are intrigued by the ideas introduced in Peter Senge's books ways to apply those ideas and principles in the classroom and in the companies in which they work, the book puts managers front and center
Description based on publisher supplied metadata and other sources
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
Link Print version: Irene M. Duhaime, Irene M. Strategic Thinking : Today's Business Imperative Florence : Taylor & Francis Group,c2011 9780415875028
Subject Strategic planning
Electronic books
Alt Author Larry Stimpert, Larry
Julie Chesley, Julie
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