目錄
About the seventh edition
PART 1 Introduction
1 Strategic management
Introduction
1.1 What is strategic management
1.2 The main topics covered in strategy
1.3 Core areas of strategic management
1.4 Context, content and process
1.5 Process: linking the three core areas
Critical reflection
Summary
Questions
2 A review of theory and practice
Introduction
2.1 Prescriptive strategic management in theory
and practice
2.2 Emergent strategic management in theory
and practice
2.3 Some prescriptive theories of strategic
management
2.4 Some emergent theories of strategic
management
2.5 The purpose of the organisation
shareholders, stakeholders and 'above
average returns
Critical reflection
Summary
Questions
PART 2 Strategic analysis and purpose
3 Analysing the strategic environment
Introduction
3.1 Exploring the competitive environment
3.2 Strategic environment - the basics
3.3 Degree of turbulence in the environment
3.4 Analysing the general environment
3.5 Analysing the stages of market growth
3.6 Key factors for success in an industry
3.7 Analysing the competitive industry
environment - the contribution of Porter
3.8 Analysing the co-operative environment
3.9 Analysing one or more immediate
competitors in depth
3.10 Analysing the customer and market
segmentation
Critical reflection
Summary
Questions
4 Analysing resources and capabilities
Introduction
4.1 Analysing resources and capabilities
4.2 Why does an organisation possess any
resources at all? The make-or-buy decision
4.3 Resource analysis and adding value
4.4 Adding value:the value chain and the value
system - the contribution of Porter
4.5 Resource analysis and competitive
advantage - the resource-based view (RBV)
4.6 Identifying which resources and capabilities
deliver sustainable competitive advantage
4.7 Resource and capability analysis - improving
competitive advantage
4.8 Analysing other important company
resources: especially human resources
Critical reflection
Summary
Questions
5 Strategy dynamics
Introduction
5.1 Developing a dynamic business framework
5.2 The dynamics of an organisation's changing
and uncertain environment
5.3 Dynamic strategies in fast-moving markets
5.4 The dynamics of resource development
5.5 Aggressive competitive strategies
5.6 The dynamics of co-operation strategies
5.7 Strategy dynamics using game theory
Critical reflection
Summary
Questions
6 Prescriptive purpose delivered through
mission, objectives and ethics
Introduction
6.1 Shaping the purpose of the organisation
……
Part 3 Developing the strategy
Part 4 The implementation process
Part 5 Different strategy contexts and business models
Part 6 Integrative and longer case studies
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