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Contents

1.     Environment

1.1       Kotler - 4 Levels of Environment

1.2       STEP-Factors

1.3       Porter - Industry Structure

1.4       Mc Gee & Segal-Horn - Strategic Space Analysis.

2.     Resources & Capabilities

2.1       Grant - Three Types of Resources

2.2       Grant - Rent Generating Potential of Capabilities

2.3       Grant - Resource Based Approach to Strategy Analysis

2.4       Peteraf/Amit & Schoemaker - Qualities of Resources & Capabilities

2.5       Hamel & Prahalad - Core Competencies

2.6       Kay - Sources of Competitive Advantage

2.7       Porter - Value Chain

3.     Networking

3.1       Gomes-Cassares - Drivers towards Networking

3.2       Gomes-Cassares - Sources of Advantage for Networks

4.     Generic Strategies

4.1       Porter - Generic Strategies (product oriented)

4.2       Boston Consulting group - Sources of Advantages and Likely Competitive Structure

4.3       Grant - Sources of Cost Advantage

4.4       Mintzberg - Types of Differentiation Strategies

4.5       Ansoff - Product/Market Strategies

4.6       Grant - Motives for Diversification

4.7       Porter - Three Tests for Diversification

4.8       Boston Consulting Group - Growth-Share Matrix

4.9       Harrigan - End game strategies

5.     Strategy Analysis

5.1       Pettigrew/Johnson & Scholes - Strategic Thinking/Strategy Process

5.2       Rumelt - Testing Strategic Options

5.3       Earl & Hopwood - Decision Making Under Uncertainty

5.4       Daniels & Henry - Strategic Issue Diagnosis

6.     Vision & Strategy

6.1       Ashridge Model - Purpose/Values/Strategy/Behaviour Standards

6.2       Hamel & Prahalad -  Strategy of Stretch/Leveraging of Resources

6.3       Minzberg & Waters - Deliberate and Emergent Strategies

6.4       Daniels & Henry - Process of Strategic Thinking

7.     Structure & Strategy

7.1       Mintzberg - Structuring of Organisations

7.2       Miller - Structure and Strategy

8.     Culture & Power

8.1       Stakeholders of an Organisation

8.2       Hofstede - National Cultures

8.3       Johnson - Cultural Web

8.4       Johnson - Changing the Paradigm

8.5       Nonaka & Takeuchi - Three Models of Knowledge Creation

8.6       Etzioni - Organisational Participation

9.     Learning Organisations

9.1       Schein - Attitudes/Beliefs of a Learning Culture

9.2       Argyris & Schon - Single & Double Loop Learning

9.3       Kolb - Learning Cycle.

1.    Environment

1.1    Kotler - 4 Levels of Environment

Ø   task environment

major participants in the performance of the organisation's task (suppliers, distributors, final buyers)

Ø   competitive environment

organisations which compete with the organisation for customers and scarce resources

Ø   public environment

institutions which watch or regulate the activities of the organisation or the sector in which it is located

Ø   macro-environment

major societal forces which confront the organisation,
i.e. demography, economics, natural resources, technology, politics and culture

1.2    STEP-Factors

Ø   Sociological

Ø   Technological

Ø   Economic/Environmental

Ø   Political

1.3    Porter - Industry Structure

 

 

Threat Of New Entrants

 

 

 

 

ê

 

 

Bargaining Power

Of Suppliers

è

INDUSTRY

RIVALRY

ç

Bargaining Power

Of Customers

 

 

é

 

 

 

 

Threat Of Substitute Products Or Services

 

 

1.4    Mc Gee & Segal-Horn - Strategic Space Analysis

 

marketing intensity (%of sales)

 

0

15

100

 

Pan-European

direct branders

 

 

Pan-European

branders

 

Multinational

branders

geographic

coverage

(% of EU)

 

Regional

direct branders

 

 

Regional direct and

weak branders

 

Regional

branders

 

 

 

0

 

National

direct branders

 

 

National

weak branders

 

National

branders

 

2.    Resources & Capabilities

2.1    Grant - Three Types of Resources

Ø   tangible

w     physical

w     financial

Ø   intangible

w     technology

w     reputation

w     culture

Ø   human

w     skills & knowledge

w     communication & interaction

w     motivation

2.2    Grant - Rent Generating Potential of Capabilities

Ø   sustainability

w     durability

w     transparency

w     transferability

w     replicability

Ø   appropriability

2.3    Grant - Resource Based Approach to Strategy Analysis

Ø   identify resources

Ø   identify capabilities

Ø   appraise competitive advantage

(rent generating potential for sustainable advantage and appropriability)

Ø   select strategy

Ø   identify and close resource gaps

2.4    Peteraf/Amit & Schoemaker - Qualities of Resources & Capabilities

Peteraf

 

Amit & Schoemaker

cornerstones of competitive advantage

 

sources of competitive advantage

heterogeneity

-

scarce

imperfect mobility

-

not easily traded

ex ante limits to competition

-

difficult to imitate

ex post limits to competition

-

durable

2.5    Hamel & Prahalad - Core Competencies

Ø   provide access to a wide variety of markets

Ø   significant contribution to perceived customer benefits

Ø   difficult to imitate

2.6    Kay - Sources of Competitive Advantage

Ø   strategic assets

w     natural monopolies

w     sunk costs

w     exclusivity

Ø   distinctive capabilities

w     architecture

w     reputation

w     innovation

2.7    Porter - Value Chain

 

3.    Networking

3.1    Gomes-Cassares - Drivers towards Networking

Ø   rising global competition

Ø   deepening industry convergence

Ø   battles over technical standards

Ø   increased options for positioning

3.2    Gomes-Cassares - Sources of Advantage for Networks

Ø   flexible, innovative combination of capabilities

Ø   specialisation and division of labour

Ø   learning and flexible capability development

Ø   increased options from limited resource commitments

 

4.    Generic Strategies

4.1    Porter - Generic Strategies (product oriented)

 

competitive advantage

 

lower cost

differentiation

broad target

 

 

competitive

 

cost

leadership

 

 

broad

differentiation

scope

 

 

narrow target

 

cost

focus

 

 

differentiation

focus

4.2    Boston Consulting group - Sources of Advantages and Likely Competitive Structure

 

 

scope for cost leadership

 

 

high

low

high

 

 

scope for

 

a few large players, each focused

on a particular market segment

 

 

many small specialists, probably

all making decent returns

differentiation

 

 

low

 

trend towards a

monopoly supplier

 

 

perfect competition and

low overall returns

4.3    Grant - Sources of Cost Advantage

Ø   economies of scale

Ø   economies of learning

Ø   production techniques

Ø   product design

Ø   input costs

Ø   capacity utilisation

Ø   managerial/organisational efficiency

4.4    Mintzberg - Types of Differentiation Strategies

Ø   price

Ø   image

Ø   support (or product complementary)

Ø   design

Ø   quality

Ø   non-differentiated/imitation

4.5    Ansoff - Product/Market Strategies

 

product/service

 

present

new

present

 

 

market

 

market

penetration

 

 

product

development

 

 

 

new

 

market

development

 

 

diversification

4.6    Grant - Motives for Diversification

Ø   growth (mainly management)

Ø   risk spreading (management & lenders)

Ø   value creation (all) (to be

4.7    Porter - Three Tests for Diversification

Ø   attractiveness?

Ø   cost of entry?

Ø   better-off?

4.8    Boston Consulting Group - Growth-Share Matrix

 

relative market share

 

high

low

high

 

 

market

 

 

STAR

 

 

Question

Mark

growth

 

 

low

 

Cash

cow

 

 

DOG

4.9    Harrigan - End game strategies

 

competitive strength in attractive niche

 

high

low

favourable

 

 

industry structure &

 

 

Leadership

 

 

harvest or niche

demand conditions

 

 

unfavourable

 

harvest or niche

 

quick sale

 

5.    Strategy Analysis

5.1    Pettigrew/Johnson & Scholes - Strategic Thinking/Strategy Process

Johnson & Scholes

 

Pettigrew

model of strategy process

 

scope of strategic thinking

strategic ANALYSIS

-

CONTEXT in which strategy occurs

strategic CHOICE

-

CONTENT of strategy

strategy IMPLEMENTATION

-

PROCESS of strategic change

5.2    Rumelt - Testing Strategic Options

Ø   internal consistency

coherent framework of organisational action

Ø   consonance

sustainability of society's valuation of product/service

Ø   advantage

ability to capture economic value through superior skills, resources or position

Ø   feasibility

ability to resource strategies, meet performance targets, and cope with competitor action

5.3    Earl & Hopwood - Decision Making Under Uncertainty

 

uncertainty over objectives

 

low

high

low

 

uncertainty over

 

computation

 

bargaining

consequences

 

high

 

judgement

 

 

inspiration

 

5.4    Daniels & Henry - Strategic Issue Diagnosis

 

required speed of diagnosis

 

low

high

high

 

 

stability of

 

analytic

bottom-up processing

 

 

habitual

top-down processing

environment

 

 

low

 

judgmental

bottom-up & top-down

 

 

intuitive

top-down & insight

6.    Vision & Strategy

6.1    Ashridge Model - Purpose/Values/Strategy/Behaviour Standards

 

 

purpose

why the company exists

 

 

 

ì

í

 

ë

î

 

strategy

competitive position & distinctive competence

 

 

 

values

what the company believes in

 

ë

î

 

ì

í

 

 

 

behaviour standards

policies & rules for day-to day actions

 

 

 

6.2    Hamel & Prahalad -  Strategy of Stretch/Leveraging of Resources

Ø   creating a chasm between resources/capabilities and ambitions

Ø   bridging the chasm through leveraging of resources and capabilities

w     concentrating resources on key strategic goals

w     accumulating resources efficiently

w     complementing resources to add value

w     conserving resources

w     recovering resources from the market in minimum time

6.3    Minzberg & Waters - Deliberate and Emergent Strategies

intended

strategy

 

è

 

deliberate

strategy

 

è

 

realised

strategy

 

î

 

 

 

 

 

ì

 

 

 

unrealised

strategy

 

 

 

emergent

strategy

 

 

6.4    Daniels & Henry - Process of Strategic Thinking

 

 

 

 

 

 

 

 

 

 

 

 

perception

 

 

 

working memory

 

 

 

 

 

 

 

 

 

synthesising

 

 

 

 

 

ç

 

 

ç

ç

mental models

ç

ç

 

 

strategic

information

 

 

attention

 

 

ê

 

 

long-term

memory

 

 

è

 

 

è

è

taking

 

 

 

 

 

 

 

 

 

 

decisions

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 ç top-down processing                 è bottom-up processing

 

7.    Structure & Strategy

7.1    Mintzberg - Structuring of Organisations

ideal structural types

key part of the organisation

co-ordinating mechanism

main pull in the organisation

organic/ bureaucratic

simple structure

strategic apex

direct supervision

centralise

organic

adhocracy

support structure

mutual adjustment

collaborate

organic

machine bureaucracy

technostructure

standardisation of work processes

rationalise

bureaucratic

professional bureaucracy

operating core

standardisation of skills

professionalise

bureaucratic

divisionalised form

middle line

standardisation of output

balkanise

bureaucratic

missionary organisation

ideology

standardisation of norms

evangelise

bureaucratic

7.2    Miller - Structure and Strategy

 

simple structure

machine bureaucracy

adhocracy

divisionalised form

technology

simple, custom

mass production, large batch/line

sophisticated product, automated or custom

varies

competition

extreme

high

moderate

varies

environment

simple & dynamic, sometimes hostile

simple & stable

complex & dynamic

relatively simple & stable

best suited strategy

niche differentiation

cost leadership

innovative differentiation

conglomeration

second best strategy

marketing differentiation

marketing differentiation

niche differentiation

cost leadership, marketing differentiation

dynamism, uncertainty

moderate

very low

very high

varies

marketing emphasis

quality , service, convenience

low price

new products, high quality

image

production emphasis

economy

efficiency

flexibility

vertical integration

asset management

parsimony

intensity

parsimony

varies

innovation

little

almost none

very high

low to moderate

8.    Culture & Power

8.1    Stakeholders of an Organisation

competitors

 

government

 

labour

 

ë

î

é

ê

ì

í

 

customers

çè

organisation

çè

management

 

ì

í

é

ê

ë

î

 

suppliers

 

lenders

 

shareholders

8.2    Hofstede - National Cultures

 

Ø   power distance

degree of acceptance of unequal distribution of power

Ø   uncertainty avoidance

extent of tolerance for uncertainty and ambiguity

 

 

Ø   individualism

personal initiative and achievement versus collective concerns

 

Ø   masculinity

predomination of masculine values

8.3    Johnson - Cultural Web

8.4    Johnson - Changing the Paradigm

Ø   using an outsider (with little commitment to existing paradigm)

Ø   exposing paradigm (through uncovering divergent views)

Ø   power reconfiguration

Ø   advocating and legitimising dissent

Ø   powerful advocacy

8.5    Nonaka & Takeuchi - Three Models of Knowledge Creation

Ø   top-down

Ø   bottom-up

Ø   middle-up-down

8.6    Etzioni - Organisational Participation

Ø   coercion

Ø   mutually beneficial exchange

Ø   identification with values, norms and beliefs

9.    Learning Organisations

9.1    Schein - Attitudes/Beliefs of a Learning Culture

Ø   organisation influences its environment proactively

Ø   environments are recognised as complex

Ø   senior managers trust others to solve problems

Ø   senior managers are open to be questioned

Ø   no one best way of working - either individually or in teams

Ø   people look to the future - near and far

Ø   no impediments in communicating information to others

Ø   diversity in the organisation is good

9.2    Argyris & Schon - Single & Double Loop Learning

9.3    Kolb - Learning Cycle

 

accomodator

 

concrete

experience

 

 

diverger

 

ì

 

î

 

active experimentation

 

 

 

reflective

observation

 

ë

 

í

 

converger

 

abstract

generalisation

 

assimilator