Strategic Management Dynamics

  • ID: 2325172
  • Book
  • 720 Pages
  • John Wiley and Sons Ltd
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Strategic Management Dynamics builds on, and goes substantially beyond the existing strategy textbooks with its focus on understanding and managing how organisations perform over time. Based on simple but powerful underlying principles, the book both lays out a comprehensive approach to strategy analysis, design and delivery, and connects with established frameworks in the field.

In Strategic Management Dynamics Kim Warren provides a valuable teaching resource, which can be used as a core textbook to bring strategy to life. With numerous examples from different sectors, the book is supported by a rich variety of simulation–based learning materials that are essential if strategy principles are to be experienced, rather than just discussed.

For those who have already learned about strategy, this book provides an important update and extension of their knowledge.

Key Features:

- Many simulation models to demonstrate dynamics principles in strategy as well as in marketing, human–resource management, R&D, operations management and other functions – ideal for class exercises and assignments.
- A detailed worked example built up from chapter to chapter, illustrating the key frameworks of strategy dynamics analysis.
- Extensive discussion of established strategy frameworks, adapted to demonstrate implications for how organisations perform over time.
- Numerous academic and managerial references as useful supplements in degree courses and executive education.
- End–of–chapter questions and exercises, supported by detailed worksheets.
- Extensive on–line support materials for both lecturers and students.
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Preface.

Acknowledgements.

How to Use This Book.

Chapter 1. Performance through time.

The performance imperative.

The management challenge: improving future performance.

Timescales.

Performance aims in different contexts.

Functional performance objectives.

Information needs.

Case example: performance of Ryanair, the low–fare airline.

Suggested questions and exercises.

Using Worksheet 1.

Worksheet 1.

Notes.

Chapter 2. Resources drive performance.

From performance to resources.

The resource–based view of strategy.

Identifying, specifying and measuring tangible resources.

Suggested questions and exercises.

Using Worksheet 2.

Worksheet 2.

Notes.

Chapter 3. Resource accumulation.

Winning and keeping resources: “bathtub behaviour”.

Defining and measuring resources and their flows.

Resource flows change over time.

Practical examples of the importance of resource flows.

Resource building in Ryanair.

What drives resource flows?

Changing state versus changing activity.

Segmentation.

Casual ambiguity and problems with correlation.

Resources, flows and the value chain analysis.

Adding “lumps” of resource.

Suggested questions and exercises.

Using Worksheet 3.

Worksheet 3.

Notes.

Chapter 4. The strategic architecture.

Interdependence: resource flows depend on existing resource levels.

Feedback effects arising from interdependence.

The strategic architecture.

The strategic architecture and other approaches to mapping strategy.

Suggested questions and exercises.

Using Worksheets 4 and 5.

Worksheet 4.

Worksheet 5.

Notes.

Chapter 5. Resource attibutes.

‘Attributes’ of tangible resources.

Resources and attribute “co–flows”.

The resource quality curve.

Attributes that bring access to other potential resources.

Resources carrying multiple attributes.

Resources attributes and performance at Ryanair.

Other uses of the resource attribute concept.

Incorporating attribute analysis in strategy development.

Suggested questions and exercises.

Using Worksheets 6a, b and c.

Worksheet 6a.

Worksheet 6b.

Worksheet 6c.

Notes.

Chapter 6. Resource development.

Resource development within the organization.

Developing resources beyond the organization’s boundaries.

Resource development in noncommercial cases.

Resource development in Ryanair and other airlines.

Relating resource development to the strategic architecture.

Using Worksheets 7a–d, 8 and 9.

Worksheet 7a.

Worksheet 7b.

Worksheet 7c.

Worksheet 7d.

Worksheet 8.

Worksheet 9.

Notes.

Chapter 7. The dynamics of rivalry.

Illustrating the three types of rivalry: coffee stores.

Further issues in type–1 rivalry.

Extending type–2 rivalry.

Extending type–3 rivalry.

Extending rivalry to resources other than customers.

Rivalry in noncommercial situations.

Dealing with multiple competitors.

Rivalry in the low–fare airline industry.

Suggested questions.

Using Worksheets 10–12.

Worksheet 10a.

Worksheet 10b.

Worksheet 11.

Worksheet 12.

Notes.

Chapter 8. Goals and controls.

Evaluating strategic opportunities.

Choosing a strategy.

Designing a path to success.

Steering strategy.

Policy to control strategy.

Strategy, policy and competition.

Conflicting objectives.

When multiple decisions affect the same resource.

Suggested questions and exercises.

Using worksheet 13.

Worksheet 13.

Notes.

Chapter 9. Intangible resources.

Intangibles concerning state–of–mind.

Information–based intangible resources.

Quality–based intangibles.

Integrating intangible resources into the strategic architecture.

Suggested questions and exercises.

Using worksheet 14.

Notes.

Chapter 10. Capabilities.

Example of capability effects.

Capabilities and business processes.

Developing capabilities: learning.

Capabilities and organizational learning.

Suggested questions and exercises.

Using worksheets 15a and 15b.

Worksheet 15a.

Worksheet 15b.

Notes.

Index.

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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.
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