Strategy: An International Perspective, 7th Edition
- Length: 866 pages
- Edition: 7
- Language: English
- Publisher: Cengage Learning EMEA
- Publication Date: 2020-03-17
- ISBN-10: 1473765854
- ISBN-13: 9781473765856
- Sales Rank: #4445730 (See Top 100 Books)
The philosophy at the heart of Bob de Wit’s landmark text Strategy is that an understanding of the topic can only be gained by exposure to the many opposite perspectives in the field. Recognizing that there is no simple answer to the question of ‘what is strategy’, the author navigates readers through contrasting viewpoint readings to encourage discussion and debate, and illustrative cases to acknowledge the importance of strategy in the world of business. Placing the student at the centre of the strategy debates encourages the qualities of creativity, flexibility, independence and analytical depth that are needed to become a strategic thinker.
Cover Brief Contents Contents List of Exhibits Acknowledgements Preface Section I: Strategy Chapter 1: Introduction The Nature of Strategy Identifying the Strategy Issues Structuring the Strategy Debates Managing Strategy Paradoxes Developing An International Perspective Introduction to the Readings Reading 1.1: Complexity: the Nature of Real World Problems Reading 1.2: Managing Strategic Contradictions Reading 1.3: Cultural Constraints in Management Theories References Chapter 2: Strategizing Introduction The Issue of Strategic Reasoning The Paradox of Logic and Intuition Perspectives on Strategizing Managing the Paradox of Logic and Intuition Strategic Thinking in International Perspective Introduction to the Readings Reading 2.1: Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance Reading 2.2: Exploring Intuition and Its Role in Managerial Decision Making Reading 2.3: Psychological Foundations of Dynamic Capabilities Reflexion and Reflection in Strategic Management References Chapter 3: Missioning and Visioning Introduction The Issue of Organizational Purpose The Paradox of Profitability and Responsibility Perspectives on Missioning and Visioning Managing the Paradox of Profitability and Responsibility Missioning and Visioning in International Perspective Introduction to the Readings Reading 3.1: The Social Responsibility of Business Is to Increase Its Profits Reading 3.2: Stockholders and Stakeholders: A New Perspective on Corporate Governance Reading 3.3: Creating Shared Value: How to Reinvent Capitalism and Unleash a Wave of Innovation and Growth References Section II: Strategy Content Chapter 4: Business Level Strategy Introduction The Issue of Competitive Advantage The Paradox of Markets and Resources Perspectives on Business Level Strategy Managing the Paradox of Markets and Resources Business Level Strategy in International Perspective Introduction to the Readings Reading 4.1: Strategy from the Outside In Reading 4.2: Firm Resources and Sustained Competitive Advantage Reading 4.3: Dynamic Capabilities: An Exploration of How Firms Renew Their Resource Base References Chapter 5: Corporate Level Strategy Introduction The Issue of Corporate Configuration The Paradox of Responsiveness and Synergy Perspectives on Corporate Level Strategy Managing the Paradox of Responsiveness and Synergy Corporate Level Strategy in International Perspective Introduction to the Readings Reading 5.1: Strategy and the Business Portfolio Reading 5.2: The Core Competence of the Corporation Reading 5.3: Seeking Synergies References Chapter 6: Network Level Strategy Introduction The Issue of Inter-Organizational Relationships The Paradox of Competition and Cooperation Perspectives on Network Level Strategy Managing the Paradox of Competition and Cooperation Network Level Strategy in International Perspective Introduction to the Readings Reading 6.1: Collaborate with Your Competitors - and Win Reading 6.2: Creating a Strategic Centre to Manage a Web of Partners Reading 6.3: Coevolution in Business Ecosystems References Section III: Strategy Process Chapter 7: Strategy Formation Introduction The Issue of Realized Strategy The Paradox of Deliberateness and Emergence Perspectives on Strategy Formation Managing the Paradox of Deliberateness and Emergence Strategy Formation in International Perspective Introduction to the Readings Reading 7.1: Managing the Strategy Process Reading 7.2: Logical Incrementalism Reading 7.3: Environmental Uncertainty, Foresight and Strategic Decision Making: An Integrated Study References Chapter 8: Strategic Change Introduction The Issue of Strategic Alignment The Paradox of Revolution and Evolution Perspectives on Strategic Change Managing the Paradox of Revolution and Evolution Strategic Change in International Perspective Introduction to the Readings Reading 8.1: Reengineering Work: Don't Automate, Obliterate Reading 8.2: Building Learning Organizations Reading 8.3: Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change References Chapter 9: Strategic Innovation Introduction The Issue of Strategic Renewal The Paradox of Exploitation and Exploration Perspectives on Strategic Innovation Managing the Paradox of Exploitation and Exploration Strategic Innovation in International Perspective Introduction to the Readings Reading 9.1: Six Sigma: Definition and Underlying Theory Reading 9.2: The Innovator's Dilemma Reading 9.3: Exploitation, Exploration, and Process Management the Productivity Dilemma Revisited References Section IV: Strategy Context Chapter 10: The Industry Context Introduction The Issue of Industry Development The Paradox of Compliance and Choice Perspectives on the Industry Context Managing the Paradox of Compliance and Choice The Industry Context in International Perspective Introduction to the Readings Reading 10.1: Industry Evolution Reading 10.2: Blue Ocean Strategy Reading 10.3: How Industries Change References Chapter 11: The Organizational Context Introduction The Issue of Organizational Development The Paradox of Control and Chaos Perspectives on the Organizational Context Managing the Paradox of Control and Chaos The Organizational Context in International Perspective Introduction to the Readings Reading 11.1: Defining Leadership and Explicating the Process Reading 11.2: Strategy as Order Emerging from Chaos Reading 11.3: Structured Networks: Towards the Well-Designed Matrix References Chapter 12: The International Context Introduction The Issue of International Configuration The Paradox of Globalization and Localization Perspectives on the International Context Managing the Paradox of Globalization and Localization The International Context in International Perspective Introduction to the Readings Reading 12.1: The Globalization of Markets Reading 12.2: The Myth of Globalization Reading 12.3: Clusters and the New Economics of Competition References Section V: Cases Case 1: Zara: Fast Fashion in the Digital Age Case 2: Bitcoin: a Disruptive Innovation Or a Bubble Set to Burst? Case 3: 'Compassion vs Competitiveness' Dilemma at Novo Nordisk Case 4: Amazon.com's Business Model and Its Evolution Case 5: Alphabet Inc.: Reorganizing Google Case 6: Renault-Nissan Alliance: Will Further Integration Create More Synergies? Case 7: Time for a Change at the Change Foundation Case 8: Federated Co-Operatives Limited: Change Management Case 9: Netflix, Inc. Case 10: Tesla Motors' Business Model Configuration Case 11: Ricardo Semler: A Revolutionary Model of Leadership Case 12: Huayi Brothers: Strategic Transformation Index
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