Organizations can rejuvenate & seek industry leadership--even when their industry environment is hostile--if their managers reject standard recipes & create innovative new products, services, &, most importantly, strategies. Illustrated by many examples drawn from a wide range of international businesses, this book challenges conventional theories of strategic management & shows how immense progress has been achieved, even with limited resources, by creating entrepreneurial organizations that capture & gain leverage from experimentation, imagination, & skill enhancement at all levels. The authors identify the common features that lead to success, including a commitment to continuous change & improvement; an organizational climate that encourages experimentation & entrepreneurial behavior; & a recognition of the need to invest in knowledge & human capital. Finally, the authors chart four stages to rejuvention: building a top team, simplifying the organization; building new competitive advantages; & leveraging the new benefits.
Basic Strategy in Context centres on real-world firms and managers by giving each chapter’s cases a higher weighting in importance and explanation than is normal. Given this emphasis on real-world as opposed to theoretical treatment the book enables the solving of practical business problems like those below. This emphasis on reality is cemented by the book’s treatment of diversity as being the norm highlighted through European business cases from different countries. Giving example answers and links from case to theory rams home further the expected usefulness of the book to students about to enter industry. Often theory and cases are treated as different and separated topics; we believe that our integrated didactic treatment is quite unique. Finally we use the basic theories of strategy and then show how these mainly simple concepts can be extended to solve tricky business problems anywhere in any industry. Here is a sample of specific practical problems to which this book can show solutions: Why are resources important and how are they leveraged? Using the case of a British failure (Railtrack) we show the fatal consequences of neglecting existing resources, and then in a completely different country and industry (Carlo Gavazzi Space in Italy) how resources can be utilised from outside the firm to achieve leverage. Given our emphasis on diversity we highlight successful change in a foreign and inflexible environment (Japan and Carlos Ghosn). But can change be planned? Sometimes events or luck sabotage the best intentions as shown in the Samsung case. The book differentiates itself from the competition in four ways: Cases form the highlight of the book. Taking European and some international cases as the starting point, the objective is to link themes or topics to a description of their effect on the firm. The linkage will occur at the relevant point in the case, not in a separate section or in another book. The author team has used several longitudinal cases spread over a 15-20 year period. The longitudinal cases are supported by some new, non-longitudinal cases selected from award winning cases associated with the LRP Journal and the Gate2Growth Academic Network. We feel such an emphasis on cases is a novel feature. The theory is explained using a range of modern didactic methods not usually found in competitive offerings. Examples include colour coded and highlighted links from the theory to the case, questions inside each theory section with model answers and unanswered questions to test the student’s grasp of the concepts. The book features a mixture of cases from short specific to academically challenging ones. Too often, superficial cases are placed at the end of chapters in strategy theory books. They are picked to emphasize the topics of the preceding chapters. The result is spoon-feeding, with little need or motivation to provoke individual thought or learning. The cases in this book are comprehensive, approximately 20 pages in length, with ample quantitative and qualitative data, thus forcing a modicum of effort from the student. Shorter cases are also included for ease of understanding and instructor flexibility. Another differentiating feature is the emphasis on diversity hence the use of European as opposed to US based cases.
Around the world, the public faces a stark dilemma: food scarcity and food abundance, with food waste now reaching a trillion dollars a year. Rich countries have easy access to food products and can purchase a 300-gram chocolate bar for $4.00, yet a cocoa farmer in Africa earns less than $1 a day. This book provides a comprehensive study of the food production system, from farms and farming to the ultimate haute cuisine of the finest restaurants, and corporate business models, from commodity traders, food producers, and food retailers. Problems arise with the rising value of land and corporate strategies to minimize risk and seeking low-cost inputs, including the prices paid to farmers. For centuries, science and technology have played a role in all aspects of the ‘total system’. Together, they have improved plant yields, soil condition, animal health, and machine mechanization, including plant-based meat and dairy products. A new paradigm, precision agriculture, now beckons.
Tushman and O'Reilly examine how leadership, culture, and organizational architectures can be both important facilitators of innovation and, not uncommonly, formidable obstacles. They demonstrate how to clarify today's critical managerial problems, use culture and commitment to promote innovation and implement strategy, and deal with changing innovation requirements as organizations evolve.
Taking a truly international approach, Strategic Management offers you comprehensive coverage of all the core areas of business strategy in a reader-friendly way. Thoroughly updated and with the addition of four brand-new authors, the tenth edition features: • Balanced treatment of prescriptive and emergent models of strategic management. • Application of strategic theory to key areas such as technology and innovation, sustainability, entrepreneurial and public sector strategy. • Cutting-edge content on navigating change in the strategic environment, digital transformation strategies and the role of strategic groups. • 15 brand new case studies showcasing real-life examples from recognisable brands such as Coca-Cola, Airbnb, Apple, Tesla, Toyota, Alibaba, Samsung, Starbucks and UK banks, plus updated case material throughout. • A range of practical tools to support your learning, including summaries of key strategic principles, strategic project ideas, critical reflections, questions and further reading. Suitable for both undergraduate and postgraduate study. Professor Richard Lynch is Emeritus Professor of Strategic Management at Middlesex University, London. Dr Oliver Barish is Lecturer in Management at Birkbeck Business School, Birkbeck, University of London. Dr Vinh Sum Chau is Senior Lecturer in Strategy at Kent Business School, University of Kent. Dr Charles Thornton is Lecturer in Service Operations Management and Business Strategy at Plymouth Business School, University of Plymouth. Dr Karl Warner is Lecturer in Strategy at Adam Smith Business School, University of Glasgow.
Holistic Innovation Policy puts forward a novel framework for the design and analysis of innovation policy. It provides a theoretically anchored foundation for the design of holistic innovation policy by identifying the core problems that tend to afflict innovations and the activities of innovation systems, including the unintended consequences of policy itself. As most of the current innovation policies focus on few determinants of innovation processes, this is a necessary stepping stone for the identification of viable, relevant, and down-to-earth policy solutions. Rather than presenting a recipe or 'how-to' guide, this book offers a critical analysis of policy instruments and their choice in innovation policy design, and considers the ways in which policy might be providing solutions to problems in systems of innovation. Exploring areas such as knowledge production and R&D, education, training and skills development, demand-side activities, interaction and innovation networks, changing institutions and regulations, and the public financing of early stage innovations, its critical and novel perspective serves policy-makers, scholars, and those interested in the design of innovation policy.
In this title, Charles Handy offers profound observations about the world that lies ahead and helps us search for meaning in our personal and professional lives.
The culture of an organization exerts a powerful influence on motivation, performance and profits. Correctly managed, it can foster the sort of values that make an organization strong. The ability to understand, control and develop this culture is therefore a vital senior management skill.
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