| Preface | | xi | |
| | 1 | (34) |
| | 3 | (32) |
| Introduction and objectives |
| | 4 | (1) |
| The role of strategy in success |
| | 5 | (7) |
| The basic framework for strategy analysis |
| | 12 | (2) |
| A brief history of business strategy |
| | 14 | (8) |
| Corporate and business strategy |
| | 22 | (2) |
| How strategy is made: design versus emergence |
| | 24 | (3) |
| The different roles of strategic management within the firm |
| | 27 | (2) |
| The role of analysis in strategy formulation |
| | 29 | (1) |
| | 30 | (1) |
| | 31 | (4) |
| Part II The Tools of Strategy Analysis |
| | 35 | (186) |
| Goals, values, and performance |
| | 37 | (29) |
| Introduction and objectives |
| | 38 | (1) |
| Strategy as a quest for value |
| | 39 | (9) |
| Strategy and real options |
| | 48 | (2) |
| Building principles of value creation into strategy analysis |
| | 50 | (7) |
| Values, mission, and vision |
| | 57 | (5) |
| | 62 | (1) |
| | 63 | (3) |
| Industry Analysis: The Fundamentals |
| | 66 | (34) |
| Introduction and objectives |
| | 67 | (1) |
| From environmental analysis to industry analysis |
| | 68 | (1) |
| The determinants of industry profit: demand and competition |
| | 69 | (1) |
| Analyzing industry attractiveness |
| | 70 | (13) |
| Applying industry analysis |
| | 83 | (5) |
| Defining industries: where to draw the boundaries |
| | 88 | (4) |
| From industry attractiveness to competitive advantage: identifying key success factors |
| | 92 | (5) |
| | 97 | (1) |
| | 98 | (2) |
| Further Topics in Industry and Competitive Analysis |
| | 100 | (30) |
| Introduction and objectives |
| | 101 | (1) |
| Extending the five forces framework |
| | 102 | (4) |
| The contribution of game theory |
| | 106 | (6) |
| | 112 | (5) |
| | 117 | (7) |
| | 124 | (2) |
| | 126 | (1) |
| | 126 | (4) |
| Analyzing Resources and Capabilities |
| | 130 | (56) |
| Introduction and objectives |
| | 131 | (1) |
| The role of resources and capabilities in strategy formulation |
| | 132 | (6) |
| The resources of the firm |
| | 138 | (6) |
| Organizational capabilities |
| | 144 | (6) |
| Appraising the profit-earning potential of resources and capabilities |
| | 150 | (5) |
| Putting resource and capability analysis to work: a practical guide |
| | 155 | (7) |
| Developing resources and capabilities |
| | 162 | (9) |
| | 171 | (1) |
| Appendix: Knowledge management and the knowledge-based view of the firm |
| | 172 | (9) |
| | 181 | (5) |
| Organization structure and management systems |
| | 186 | (35) |
| Introduction and objectives |
| | 187 | (1) |
| The evolution of the corporation |
| | 188 | (3) |
| The principles of organizational design |
| | 191 | (4) |
| Hierarchy in organizational design |
| | 195 | (6) |
| Applying the principles of organizational design |
| | 201 | (3) |
| Alternative structural forms |
| | 204 | (7) |
| Management systems for coordination and control |
| | 211 | (6) |
| | 217 | (1) |
| | 218 | (3) |
| Part III The Analysis of Competitive Advantage |
| | 221 | (76) |
| The Nature and Sources of Competitive Advantage |
| | 223 | (25) |
| Introduction and objectives |
| | 224 | (1) |
| The emergence of competitive advantage |
| | 225 | (7) |
| Sustaining competitive advantage |
| | 232 | (5) |
| Competitive advantage in different market settings |
| | 237 | (4) |
| Types of competitive advantage: cost and differentiation |
| | 241 | (4) |
| | 245 | (1) |
| | 245 | (3) |
| | 248 | (23) |
| Introduction and objectives |
| | 249 | (1) |
| | 250 | (3) |
| The sources of cost advantage |
| | 253 | (10) |
| Using the value chain to analyze costs |
| | 263 | (2) |
| | 265 | (3) |
| | 268 | (1) |
| | 269 | (2) |
| Differentiation Advantage |
| | 271 | (26) |
| Introduction and objectives |
| | 272 | (1) |
| The nature of differentiation and differentiation advantage |
| | 273 | (3) |
| Analyzing differentiation: the demand side |
| | 276 | (7) |
| Analyzing differentiation: the supply side |
| | 283 | (7) |
| Bringing it all together: the value chain in differentiation analysis |
| | 290 | (4) |
| | 294 | (1) |
| | 294 | (3) |
| Part IV Business Strategies in Different Industry Contexts |
| | 297 | (88) |
| | 299 | (29) |
| Introduction and objectives |
| | 300 | (1) |
| | 301 | (5) |
| Structure, competition, and success factors over the life cycle |
| | 306 | (6) |
| Organizational adaptation and change |
| | 312 | (9) |
| | 321 | (1) |
| Appendix: Alternative approaches to industry classification |
| | 322 | (3) |
| | 325 | (3) |
| Technology-Based Industries and the Management of Innovation |
| | 328 | (36) |
| Introduction and objectives |
| | 329 | (1) |
| Competitive advantage in technology-intensive industries |
| | 330 | (8) |
| Strategies to exploit innovation: how and when to enter |
| | 338 | (7) |
| | 345 | (7) |
| Implementing technology strategies: creating the conditions for innovation |
| | 352 | (7) |
| | 359 | (2) |
| | 361 | (3) |
| Competitive advantage in mature industries |
| | 364 | (21) |
| Introduction and objectives |
| | 365 | (1) |
| Competitive advantage in mature industries |
| | 366 | (9) |
| Strategy implementation in mature industries: structure, systems, and style |
| | 375 | (3) |
| Strategies for declining industries |
| | 378 | (4) |
| | 382 | (1) |
| | 382 | (3) |
| Part V Corporate Strategy |
| | 385 | (145) |
| Vertical Integration and the Scope of the Firm |
| | 387 | (22) |
| Introduction and objectives |
| | 388 | (1) |
| Transaction costs and the scope of the firm |
| | 389 | (3) |
| The costs and benefits of vertical integration |
| | 392 | (9) |
| Designing vertical relationships |
| | 401 | (5) |
| | 406 | (1) |
| | 406 | (3) |
| Global Strategies and the Multinational Corporation |
| | 409 | (35) |
| Introduction and objectives |
| | 410 | (2) |
| Implications of international competition for industry analysis |
| | 412 | (3) |
| Analyzing competitive advantage in an international context |
| | 415 | (5) |
| Applying the framework: international location of production |
| | 420 | (4) |
| Applying the framework: foreign entry strategies |
| | 424 | (5) |
| Multinational strategies: globalization versus national differentiation |
| | 429 | (4) |
| Strategy and organization within the multinational corporation |
| | 433 | (8) |
| | 441 | (1) |
| | 442 | (2) |
| | 444 | (26) |
| Introduction and objectives |
| | 445 | (1) |
| Trends in diversification over time |
| | 446 | (4) |
| Motives for diversification |
| | 450 | (5) |
| Competitive advantage from diversification |
| | 455 | (6) |
| Diversification and performance |
| | 461 | (4) |
| | 465 | (1) |
| | 466 | (4) |
| Managing the Multibusiness Corporation |
| | 470 | (35) |
| Introduction and objectives |
| | 471 | (1) |
| The structure of the multibusiness company |
| | 472 | (4) |
| The role of corporate management |
| | 476 | (1) |
| Managing the corporate portfolio |
| | 477 | (7) |
| Managing individual businesses |
| | 484 | (7) |
| Managing internal linkages |
| | 491 | (5) |
| Recent trends in the management of multibusiness corporations |
| | 496 | (5) |
| | 501 | (2) |
| | 503 | (2) |
| Current Trends in Strategic Management |
| | 505 | (25) |
| | 506 | (1) |
| Trends in the external environment of business |
| | 507 | (3) |
| New directions in strategic thinking |
| | 510 | (9) |
| Redesigning the organization |
| | 519 | (5) |
| | 524 | (2) |
| | 526 | (1) |
| | 527 | (3) |
| Index | | 530 | |
