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Foundations of Strategy



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Pub. Date:
John Wiley & Sons Inc
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Foundations of Strategy is a new concise text aimed at both undergraduate students and Masters students. With the needs of these students in mind, Robert Grant and Judith Jordan write in an accessible style, with a clear, comprehensive approach and sound theoretical depth. Extensive teaching materials such as Case Teaching notes, an Instructor's Manual , Test Bank and PPT slides will be available on an accompanying website. The website will also feature extra, longer cases written by Robert Grant and access to a simulation for use in teaching. Students have access to the entire text as an e-book with embedded video clips for each case study, and self test questions to check understanding.

Author Biography

Robert M. Grant is Professor of Management at Bocconi University, Milan and Judith Jordan is Teaching Associate in Management at the University of Bristol.

Table of Contents

Photo creditsp. xi
Prefacep. xiii
Case listp. xvi
The concept of strategyp. 1
The role of strategy in successp. 10
A brief history of strategyp. 12
Strategy todayp. 17
Strategy: whose interests should be prioritised?p. 28
The approach taken in this bookp. 34
Industry analysisp. 49
From environmental analysis to industry analysisp. 53
The determinants of industry profit: demand and competitionp. 56
Analysing industry attractivenessp. 57
Applying industry analysisp. 73
Key issues and challengesp. 78
From industry attractiveness to competitive advantage: identifying key success factorsp. 87
Resources and capabilitiesp. 105
The role of resources and capabilities in strategy formulationp. 111
Identifying the organisation's resourcesp. 114
Identifying the organisation's capabilitiesp. 120
Appraising resources and capabilitiesp. 130
Putting resource and capability analysis to work: a practical guidep. 136
Developing resources and capabilitiesp. 145
Approaches to capability developmentp. 150
The nature and sources of competitive advantagep. 169
The emergence of competitive advantagep. 174
Sustaining competitive advantagep. 179
Types of competitive advantage: cost and differentiationp. 185
Strategy and cost advantagep. 186
Strategy and differentiation advantagep. 191
Business strategies in different industry and sectoral contextsp. 209
The industry life cyclep. 214
Strategy at different stages of the life cyclep. 221
Strategy in public-sector and not-for-profit contextsp. 228
Stakeholder analysisp. 236
Scenario planningp. 238
Technology-based industries and the management of innovationp. 253
Competitive advantage in technology-intensive industriesp. 260
Strategies to exploit innovation: how and when to enterp. 269
Competing for standardsp. 277
Creating the conditions for innovationp. 284
Corporate strategyp. 307
The scope of the firmp. 313
Key concepts for analysing firm scopep. 315
Diversificationp. 324
Vertical integrationp. 333
Managing the corporate portfoliop. 345
Global strategies and the multinational corporationp. 361
Patterns of internationalisationp. 369
Analysing competitive advantage in an international contextp. 371
Applying the framework: international location of productionp. 378
How should a firm enter foreign markets?p. 382
Multinational strategies: global integration vs. national differentiationp. 387
Strategy and organisation within the multinational corporationp. 394
Realising strategyp. 413
The organisational challenge: reconciling specialisation with coordination and cooperationp. 419
Organisational designp. 426
Management systemsp. 437
Corporate culturep. 442
Current trends in strategic managementp. 457
The new external environment of businessp. 459
Managing in the aftermath of the global financial crisisp. 465
New directions in strategic thinkingp. 470
Redesigning the organisationp. 475
Glossaryp. 488
Indexp. 493
Table of Contents provided by Ingram. All Rights Reserved.

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