9780470060674

Strategic Management Dynamics

by
  • ISBN13:

    9780470060674

  • ISBN10:

    0470060670

  • Format: Paperback
  • Copyright: 2008-02-01
  • Publisher: WILEY

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Supplemental Materials

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  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
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Summary

Strategic Management Dynamics is a development of Kim Warren\'s successful \'Competitive Strategy Dynamics\' - winner of the 2005 Jay Wright Forrester Award for contributions to System Dynamics. This new book is more than a \'second edition\', it is substantially extended to increase its usefulness to teachers and students of Strategy and other management topics. Strategic Management Dynamics provides a complete framework in the field of Strategic Management. It combines theory with clearly illustrated examples to examine the concept of financial performance and the tools that can be used to improve it. The book goes on to highlight the importance of other factors that affect performance including staff turnover, competition, and so on.

Author Biography

Kim Warren was formerly Adjunct Associate Professor of Strategy at London Business School, where he continues to teach on both MBA and executive programs. Previously Kim worked for many years in industry where, among many other roles, he was Strategy Director for a large consumer services company. He also works extensively with international firms in numerous sectors, applying the principles of Strategic Management Dynamics to make substantial improvements in their performance.

Table of Contents

Prefacep. xi
Acknowledgementsp. xv
How to Use This Bookp. xvii
Performance through timep. 1
The performance imperativep. 1
The management challenge: improving future performancep. 7
Timescalesp. 17
Performance aims in different contextsp. 19
Functional performance objectivesp. 25
Information needsp. 35
Case example: performance of Ryanair, the low-fare airlinep. 36
Suggested questions and exercisesp. 39
Using worksheet 1p. 39
Worksheet 1p. 41
Notesp. 42
Resources drive performancep. 45
From performance to resourcesp. 51
The resource-based view of strategyp. 89
Identifying, specifying and measuring tangible resourcesp. 96
Suggested questions and exercisesp. 112
Using worksheet 2p. 113
Worksheet 2p. 115
Notesp. 117
Resource accumulationp. 121
Winning and keeping resources: "bathtub behavior"p. 124
Defining and measuring resources and their flowsp. 126
Resource flows change over timep. 129
Practical examples of the importance of resource flowsp. 134
Resource building in Ryanairp. 140
What drives resource flows?p. 142
Changing state versus changing activityp. 145
Segmentationp. 147
Causal ambiguity and problems with correlationp. 149
Resources, flows and value-chain analysisp. 157
Adding "lumps" of resourcep. 163
Suggested questions and exercisesp. 168
Using worksheet 3p. 169
Worksheet 3p. 170
Worksheet 3Bp. 171
Notesp. 172
The strategic architecturep. 173
Interdependence: resource flows depend on existing resource levelsp. 175
Feedback effects arising from interdependencep. 189
The strategic architecturep. 192
The strategic architecture and other approaches to mapping strategyp. 219
Suggested questions and exercisesp. 231
Using worksheets 4 and 5p. 232
Worksheet 4p. 235
Worksheet 5p. 236
Notesp. 237
Resource attributesp. 239
Quality of tangible resourcesp. 240
Resources and attribute "co-flows"p. 243
The resource quality curvep. 267
Attributes that bring access to other potential resourcesp. 274
Resources carrying multiple attributesp. 280
Resources attributes and performance at Ryanairp. 282
Other uses of the resource attribute conceptp. 286
Incorporating attribute analysis in strategy developmentp. 308
Suggested questions and exercisesp. 312
Using worksheets 6a, 6b and 6cp. 313
Worksheet 6ap. 316
Worksheet 6bp. 317
Worksheet 6cp. 318
Notesp. 319
Resource developmentp. 323
Resource development within the organizationp. 324
Developing resources beyond the organization's boundariesp. 344
Resource development in noncommercial casesp. 398
Resource development in Ryanair and other airlinesp. 404
Relating resource development to the strategic architecturep. 406
Using worksheets 7a-7d, 8 and 9p. 411
Worksheet 7ap. 417
Worksheet 7bp. 418
Worksheet 7cp. 419
Worksheet 7dp. 420
Worksheet 8p. 421
Worksheet 9p. 422
Notesp. 423
The dynamics of rivalryp. 427
Illustrating the three types of rivalry: coffee storesp. 430
Further issues in type-1 rivalryp. 443
Extending type-2 rivalryp. 453
Extending type-3 rivalryp. 464
Extending rivalry to resources other than customersp. 478
Rivalry in noncommercial situationsp. 483
Dealing with multiple competitorsp. 484
Rivalry in the low-fare airline industryp. 495
Suggested questions and exercisesp. 503
Using worksheets 10-12p. 504
Worksheet 10ap. 508
Worksheet 10bp. 509
Worksheet 11p. 510
Worksheet 12p. 511
Notesp. 512
Goals and controlsp. 515
Different types of strategic decisionp. 515
Policy to control strategyp. 533
Strategy, policy and competitionp. 547
Conflicting objectivesp. 550
When multiple decisions affect the same resourcep. 554
Suggested questions and exercisesp. 569
Using worksheet 13p. 569
Worksheet 13p. 572
Notesp. 573
Intangible resourcesp. 575
Intangibles concerning state of mindp. 584
Information-based intangible resourcesp. 602
Quality-based intangiblesp. 610
Integrating intangible resources into the strategic architecturep. 618
Suggested questions and exercisesp. 620
Using worksheet 14p. 620
Worksheet 14p. 623
Notesp. 624
Capabilitiesp. 627
Example of capability effectsp. 634
Capabilities and business processesp. 637
Developing capabilities: learningp. 645
Capabilities and organizational learningp. 658
Suggested questions and exercisesp. 669
Using worksheets 15a and 15bp. 669
Worksheet 15ap. 671
Worksheet 15bp. 672
Notesp. 673
Indexp. 677
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