chapter1601160introducingstrategy(編輯修改稿)
2024-10-22 22:36 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 olitical Economic Social Technological Environmental Legal – Sources of Competition – Opportunities and Threats ? Strategic Capability of the Organization – Resources and Competences – Strengths and Weaknesses Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 2022 Strategic Position (2) ? Expectations and Purposes – Corporate Governance, Stakeholders, Ethics and Culture – Sources of Power and Influence – Communication of Purpose: Mission and Objectives Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 2022 Strategic Choices ? Bases of petitive advantage at business level ? Scope of activities at corporate level – Portfolio – Market spread, . international – Value added by corporate parent (parenting) ? Directions and methods of development – Directions: Product/Market – Methods: Internal/anic, Mamp。A, strategic alliances Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 2022 Strategy into Action ? Structuring the anization ? Marshalling resources (people, information, finance, technology) ? Managing change Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 2022 Processes of Strategy Development ? Intended strategies – Deliberate management intent ? Emergent strategies – Develop out of social and political processes in and around anizations Most strategies are a bination of intended and emergent processes Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 2022 Strategy as a Subject of Study Unique resources, core petences Resource based theory (Hamel, Prahalad) 1980s Innovation to deal with change Firms as anisms (Eisenhardt, Stacey) 1990s Assessing petitive forces (5 forces) and positioning Market positioning (Porter) 1980s Complexity and uncertainty. Influence of experience, politics, culture, history Adaptive processes (Quinn) 1980s Systematised and analytical approach Corporate pla
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