A DYNAMIC APPROACH TO CRITICAL CONCEPTS OF STRATEGIC MANAGEMENT
The Strategy Pathfinder provides today′s hard–pressed business students with a new, effective way to learn about business strategy. Built around real–life problems faced by executives and organisations, this "Strategy IPad" helps business students to engage with the kinds of situation they will encounter in their working lives, whilst providing directional guidance and provoking discussions about key theoretical themes. The Strategy Pathfinder′s "live cases" are drawn from the realms of business, sport, culture, charity and military practice, and from all corners of the world, to inspire truly global thinking. The new, third edition will help students:
- Understand the many forces that impact strategy, and learn how to plan for and react to shocks to the system.
- Learn the different paths to strategic advantage, and leverage resources, innovation, corporate culture and more to pull ahead of the competition.
- Use strategic planning and smart change leadership to facilitate organizational growth and inspire exceptional performance.
- Adopt the newest, most effective techniques that turn strategic analysis into a gold mine of information.
Strategy is about winning but the transition from thinking to doing is where the winners are made. The Strategy Pathfinder is designed to facilitate that critical transition by introducing essential concepts in the context of real–world strategic situations. Presented in "micro–case" format, the "live" nature of these scenarios triggers critical thinking and class discussion that reinforces the practical application of strategic skills. The Strategy Pathfinder also helps develop readers′ strategic insights and analytical skills by showing how they can develop their own micro strategy cases for organizations they are interested in.
The Strategy Pathfinder is also supported by online lecturer supplements, available at [external URL]
The Strategy Pathfinder Map ix
Pathways to Strategy xv
About the Creators xxii
Chapter 1 Strategic Purpose 1
PART I THE STRATEGIC ENVIRONMENT
Chapter 2 Macro–Shocks 37
Chapter 3 Industry Forces 73
PART II STRATEGIC ADVANTAGE
Chapter 4 Competitive Advantage 103
Chapter 5 Resource–Based Advantage 133
Chapter 6 Business Model Advantage 165
Chapter 7 Corporate Advantage 191
PART III STRATEGIC GROWTH
Chapter 8 New Ventures 221
Chapter 9 Crossing Borders 247
Chapter 10 Leading Strategic Change 281
Chapter 11 Evaluating Strategic Performance 315
PART IV MAVERICK STRATEGIES
Chapter 12 The Maverick: Six Senses of Strategy 345
Practice Cases for Job Interviews 369
Using The Strategy Pathfinder 3rd Edition for Assessments and Examinations 385
Glossary of Core Strategic Management Concepts 411
DUNCAN ANGWIN is the Sir Roland Smith Professor of Strategic Management, Head of the Entrepreneurship, Strategy and Innovation Department, and Head of the Strategic Management Group at Lancaster University, UK.
STEPHEN CUMMINGS is Professor of Strategy and Innovation at Victoria Business School, Wellington, New Zealand; an Academic Fellow at the Institute of Management Consultants; and an NZC Research Fellow at Peking University, Beijing.