Foundations of strategy

Title:

Author:

Grant, Robert M., 1948

ISBN:

9780470971277

Personal Author:

Grant, Robert M., 1948

Publication Information:

Hoboken, N.J. : Wiley and Sons, 2012.

Physical Description:

xv, 501 pages : color illustrations ; 25 cm

Contents:

Preface -- The concept of strategy -- Industry analysis -- Resources and capabilities -- The nature and sources of competitive advantage -- Business strategies in different industry and sectoral contexts -- Technology-based industries and the management of innovation -- Corporate strategy -- Global strategies and the multinational corporation -- Realising strategy -- Current trends in strategic management -- Glossary -- Index.

Abstract:

Foundations of Strategy is a new concise text aimed at both undergraduate students and Masters students. With the needs of these students in mind, Robert Grant and Judith Jordan write in an accessible style, with a clear, comprehensive approach and sound theoretical depth.

Subject Term:

Strategic planning.

Industrial management -- Technological innovations.

Format:

Books

Document ID:

SD_ILS:1627506

Availability:

Holds:

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Library	Shelf Number	Material Type	Status
Searching... Musgrave Library	658.4012 GRAN	Non Fiction	Searching... Unknown

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Summary

Extensive teaching materials such as Case Teaching notes, an Instructor's Manual, Test Bank and PPT slides are available on an accompanying website - www.foundationsofstrategy.com

The website also features extra, longer cases written by Robert Grant and access to a simulation for use in teaching.

Students have access to the entire text as an e-book with embedded video clips for each case study, and self test questions to check understanding.

Author Notes

Robert M. Grant is Professor of Management at Bocconi University, Milan and Judith Jordan is Teaching Associate in Management at the University of Bristol.

Photo credits	p. xi
Preface	p. xiii
Case list	p. xvi
1 The concept of strategy	p. 1
The role of strategy in success	p. 10
A brief history of strategy	p. 12
Strategy today	p. 17
Strategy: whose interests should be prioritised?	p. 28
The approach taken in this book	p. 34
2 Industry analysis	p. 49
From environmental analysis to industry analysis	p. 53
The determinants of industry profit: demand and competition	p. 56
Analysing industry attractiveness	p. 57
Applying industry analysis	p. 73
Key issues and challenges	p. 78
From industry attractiveness to competitive advantage: identifying key success factors	p. 87
3 Resources and capabilities	p. 105
The role of resources and capabilities in strategy formulation	p. 111
Identifying the organisation's resources	p. 114
Identifying the organisation's capabilities	p. 120
Appraising resources and capabilities	p. 130
Putting resource and capability analysis to work: a practical guide	p. 136
Developing resources and capabilities	p. 145
Approaches to capability development	p. 150
4 The nature and sources of competitive advantage	p. 169
The emergence of competitive advantage	p. 174
Sustaining competitive advantage	p. 179
Types of competitive advantage: cost and differentiation	p. 185
Strategy and cost advantage	p. 186
Strategy and differentiation advantage	p. 191
5 Business strategies in different industry and sectoral contexts	p. 209
The industry life cycle	p. 214
Strategy at different stages of the life cycle	p. 221
Strategy in public-sector and not-for-profit contexts	p. 228
Stakeholder analysis	p. 236
Scenario planning	p. 238
6 Technology-based industries and the management of innovation	p. 253
Competitive advantage in technology-intensive industries	p. 260
Strategies to exploit innovation: how and when to enter	p. 269
Competing for standards	p. 277
Creating the conditions for innovation	p. 284
7 Corporate strategy	p. 307
The scope of the firm	p. 313
Key concepts for analysing firm scope	p. 315
Diversification	p. 324
Vertical integration	p. 333
Managing the corporate portfolio	p. 345
8 Global strategies and the multinational corporation	p. 361
Patterns of internationalisation	p. 369
Analysing competitive advantage in an international context	p. 371
Applying the framework: international location of production	p. 378
How should a firm enter foreign markets?	p. 382
Multinational strategies: global integration vs. national differentiation	p. 387
Strategy and organisation within the multinational corporation	p. 394
9 Realising strategy	p. 413
The organisational challenge: reconciling specialisation with coordination and cooperation	p. 419
Organisational design	p. 426
Management systems	p. 437
Corporate culture	p. 442
10 Current trends in strategic management	p. 457
The new external environment of business	p. 459
Managing in the aftermath of the global financial crisis	p. 465
New directions in strategic thinking	p. 470
Redesigning the organisation	p. 475
Glossary	p. 488
Index	p. 493

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Author Notes

Table of Contents