Strategic Management

Description

This student-focused text provides an emphasis on skills development. Packed with real-life examples of what can go wrong with even the most well-conceived strategies, there is a focus on realism throughout. With a highly accessible writing style, this text it is an invaluable learning tool for all students in this area.

• The only undergraduate student-focused textbook on strategic management with an emphasis on skills development, promoting skills in critical thinking, analytical rigour and creativity throughout
• Recent, illustrative examples of what can go wrong with even the most well-conceived strategies allowing a focus on realism for students
• Four running examples, end-of-chapter cases and longer cases to provide a focus on the relevance of the theory to real-life context
• Balanced and rigorous approach to examining theory, which offers a fusion of two main disciplines: organization theory and economics
• Features extensive digital material (on both website and DVD) that is fully integrated with the textbook to offer a blended learning solution.
• National and international coverage of strategic management to place the concepts in a broad context

About the Author(s)

Adrian Haberberg, MBA Director and Principal Lecturer in Strategic Management, University of East London, and Alison Rieple, Professor of Strategic Management, Harrow Business School, University of Westminster

Table of Contents

Part One: Core Concepts
1:Strategy and the Organization
2:What is Strategic Management?
Part Two: Assessing Fit and Distinctiveness
3:Understanding the Influence of the Environment
4:Distinctiveness (1): Competitive Stance
5:Distinctiveness (2): Scope, Scale and Diversity
6:Distinctiveness (3): The Value Chain
Part Three: Assessing The Sustainability of Advantage
7:The Resource-based View of the Firm
8:Architecture, Structure and Culture
9:The Management of Complex Organization
10:Knowledge, Learning and Innovation
Part Four: From Strategic Analysis to Strategy Formulation
11:Assessing Organizational Performance and Setting Strategic Priorities
12:Options and Strategic Methods
13:Strategies in Profit-making Contexts
14:Strategies in International Contexts
15:Strategies Where Profit is Not the Main Objective
Part Five: Strategy Implementation
16:Effecting Organizational Change
17:Making Strategy Happen

Reviews

At last a book which addresses the practical aspects of analysing markets, assessing opportunities and developing winning strategies . . . to help students develop analytical skills! - Sue Balint, University of Westminster

Succeeds in creating a sense of realism through the deployment of sophisticated meso-level theory rather than simple abstractions. Students and instructors will find this very valuable. - Bruce Cronin, University of Greenwich

The case studies used are up-to-date, relevant and appropriate. The level is pitched correctly to promote critical thinking and academic rigour. Overall each chapter provides a good balanced and comprehensive approach to theory. - Martyn Kendrick, DeMontfort University

Additional Resources

The Online Resource Centre accompanying this textbook provides all the teaching and learning materials needed to support each chapter, removing the need for lecturers to look for additional seminar and text materials, and giving students the resources they need to check and build upon their understanding.

The Lecturer section features answers to case study and end-of-chapter questions, seminar activities, PowerPoint slides and a test bank to aid lecturers' teaching. The suite of video clips matching the core concepts explored in the book helps bring the subject to life and adds a useful teaching tool to the textbook package.

The Student section comprises multiple-choice questions, web-links a flashcard glossary and exercises to help students test their own understanding.