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Contents1.1 Kotler - 4 Levels of Environment 1.3 Porter - Industry Structure 1.4 Mc Gee & Segal-Horn - Strategic Space Analysis 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 3.1 Gomes-Cassares - Drivers towards Networking 3.2 Gomes-Cassares - Sources of Advantage for Networks 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 5.1 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 6.1 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 7.1 Mintzberg - Structuring of Organisations 7.2 Miller - Structure and Strategy 8.1 Stakeholders of an Organisation 8.2 Hofstede - National Cultures 8.4 Johnson - Changing the Paradigm 8.5 Nonaka & Takeuchi - Three Models of Knowledge Creation 8.6 Etzioni - Organisational Participation 9.1 Schein - Attitudes/Beliefs of a Learning Culture 9.2 Argyris & Schon - Single & Double Loop Learning 1. Environment1.1 Kotler - 4 Levels of Environment
1.2 STEP-FactorsØ Sociological Ø Technological Ø Economic/Environmental Ø Political 1.3 Porter - Industry Structure
1.4 Mc Gee & Segal-Horn - Strategic Space Analysis
2. Resources & Capabilities2.1 Grant - Three Types of Resources
2.2 Grant - Rent Generating Potential of CapabilitiesØ sustainability w durability w transparency w transferability w replicability Ø appropriability 2.3 Grant - Resource Based Approach to Strategy AnalysisØ 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
2.5 Hamel & Prahalad - Core CompetenciesØ 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
2.7 Porter - Value Chain
3. Networking3.1 Gomes-Cassares - Drivers towards NetworkingØ 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 NetworksØ 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 Strategies4.1 Porter - Generic Strategies (product oriented)
4.2 Boston Consulting group - Sources of Advantages and Likely Competitive Structure
4.3 Grant - Sources of Cost AdvantageØ 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 StrategiesØ price Ø image Ø support (or product complementary) Ø design Ø quality Ø non-differentiated/imitation 4.5 Ansoff - Product/Market Strategies
4.6 Grant - Motives for DiversificationØ growth (mainly management) Ø risk spreading (management & lenders) Ø value creation (all) (to be 4.7 Porter - Three Tests for DiversificationØ attractiveness? Ø cost of entry? Ø better-off? 4.8 Boston Consulting Group - Growth-Share Matrix
4.9 Harrigan - End game strategies
5. Strategy Analysis5.1
Pettigrew/Johnson & Scholes - Strategic
Thinking/Strategy Process
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
5.4 Daniels & Henry - Strategic Issue Diagnosis
6. Vision & Strategy6.1 Ashridge Model - Purpose/Values/Strategy/Behaviour Standards
6.2 Hamel & Prahalad - Strategy of Stretch/Leveraging of ResourcesØ 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
6.4 Daniels & Henry - Process of Strategic Thinking
7. Structure & Strategy7.1 Mintzberg - Structuring of Organisations
7.2 Miller - Structure and Strategy
8. Culture & Power8.1 Stakeholders of an Organisation
8.2 Hofstede - National Cultures
8.3 Johnson - Cultural Web
8.4 Johnson - Changing the ParadigmØ 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 CreationØ top-down Ø bottom-up Ø middle-up-down 8.6 Etzioni - Organisational ParticipationØ coercion Ø mutually beneficial exchange Ø identification with values, norms and beliefs 9. Learning Organisations9.1 Schein - Attitudes/Beliefs of a Learning CultureØ 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
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