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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.
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 credits||p. xi|
|Case list||p. xvi|
|The concept of strategy||p. 1|
|The role of strategy in success||p. 10|
|A brief history of strategy||p. 12|
|Strategy today||p. 17|
|Strategy: whose interests should be prioritised?||p. 28|
|The approach taken in this book||p. 34|
|Industry analysis||p. 49|
|From environmental analysis to industry analysis||p. 53|
|The determinants of industry profit: demand and competition||p. 56|
|Analysing industry attractiveness||p. 57|
|Applying industry analysis||p. 73|
|Key issues and challenges||p. 78|
|From industry attractiveness to competitive advantage: identifying key success factors||p. 87|
|Resources and capabilities||p. 105|
|The role of resources and capabilities in strategy formulation||p. 111|
|Identifying the organisation's resources||p. 114|
|Identifying the organisation's capabilities||p. 120|
|Appraising resources and capabilities||p. 130|
|Putting resource and capability analysis to work: a practical guide||p. 136|
|Developing resources and capabilities||p. 145|
|Approaches to capability development||p. 150|
|The nature and sources of competitive advantage||p. 169|
|The emergence of competitive advantage||p. 174|
|Sustaining competitive advantage||p. 179|
|Types of competitive advantage: cost and differentiation||p. 185|
|Strategy and cost advantage||p. 186|
|Strategy and differentiation advantage||p. 191|
|Business strategies in different industry and sectoral contexts||p. 209|
|The industry life cycle||p. 214|
|Strategy at different stages of the life cycle||p. 221|
|Strategy in public-sector and not-for-profit contexts||p. 228|
|Stakeholder analysis||p. 236|
|Scenario planning||p. 238|
|Technology-based industries and the management of innovation||p. 253|
|Competitive advantage in technology-intensive industries||p. 260|
|Strategies to exploit innovation: how and when to enter||p. 269|
|Competing for standards||p. 277|
|Creating the conditions for innovation||p. 284|
|Corporate strategy||p. 307|
|The scope of the firm||p. 313|
|Key concepts for analysing firm scope||p. 315|
|Vertical integration||p. 333|
|Managing the corporate portfolio||p. 345|
|Global strategies and the multinational corporation||p. 361|
|Patterns of internationalisation||p. 369|
|Analysing competitive advantage in an international context||p. 371|
|Applying the framework: international location of production||p. 378|
|How should a firm enter foreign markets?||p. 382|
|Multinational strategies: global integration vs. national differentiation||p. 387|
|Strategy and organisation within the multinational corporation||p. 394|
|Realising strategy||p. 413|
|The organisational challenge: reconciling specialisation with coordination and cooperation||p. 419|
|Organisational design||p. 426|
|Management systems||p. 437|
|Corporate culture||p. 442|
|Current trends in strategic management||p. 457|
|The new external environment of business||p. 459|
|Managing in the aftermath of the global financial crisis||p. 465|
|New directions in strategic thinking||p. 470|
|Redesigning the organisation||p. 475|
|Table of Contents provided by Ingram. All Rights Reserved.|