Supporting strategy : frameworks, methods and models / edited by Frances A. O'Brien, Robert G. Dyson.

Contributor(s):

Material type: Text

TextPublication details: Chichester, England ; Hoboken, NJ : John Wiley & Sons, c2007.Description: xvii, 406 p. : ill. ; 25 cmISBN:

0470057181 (hbk.)
9780470057186 (hbk.)

Subject(s):

DDC classification:

658.4012 OBR

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode
Standard Loan	Moylish Library Main Collection	658.4012 OBR (Browse shelf(Opens below))	1	Available		39002100338624

Enhanced descriptions from Syndetics:

Supporting Strategy develops the concept of the strategicdevelopment process. The book begins by describing a balancedprocess for strategy development, spanning direction setting,strategy creation, rehearsal, evaluation and choice, leading to acontinuous process of adopting strategic initiatives. It then goeson to present a practical collection of frameworks, methods andmodels which both individually and in combination can be used tosupport strategy. The collection includes: drama theory, visioningmethods, problem structuring methods, resource based view ofstrategy, SWOT / TOWS analysis, system dynamics, agent basedmodelling, scenario planning, decision and risk analysis, financialevaluation, real options, robustness analysis and performancemeasurement.

This is a contributed work with original content written fro thebook from leading academics in the field, including MaureenMeadows, Robert Berry, Jim Bryant, Adrian Caldart, Alberto Franco,Giles Hindle, Nigel Howard, Martin Kunc, Abhijit Mandal, GilbertoMontibeller, John Morecroft, Martin Murtland, Fernando Oliveira,and Efstathios Tapinos.

Includes bibliographical references and indexes.

Table of contents provided by Syndetics

Preface (p. ix)
About the Contributors (p. xi)
Part I Introduction (p. 1)
Chapter 1 The Strategic Development Process (p. 3)
Part II Setting Direction (p. 25)
Chapter 2 Visioning: A Process for Strategic Development (p. 27)
Chapter 3 Achieving Strategy Coherence (p. 55)
Chapter 4 Problem Structuring and the Building and Negotiation of Strategic Agendas (p. 87)
Part III Creating Strategic Initiatives (p. 115)
Chapter 5 Strategy Creation - The Resource-Based View (p. 117)
Chapter 6 Methods for Creating Strategic Initiatives (p. 137)
Part IV Rehearsing Strategy (p. 155)
Chapter 7 System Dynamics Modelling for Strategic Development (p. 157)
Chapter 8 The Impact of Organisational Complexity in the Strategy Development Process (p. 191)
Chapter 9 Creating and Using Scenarios - Exploring Alternative Possible Futures and their Impact on Strategic Decisions (p. 211)
Part V Evaluating Performance (p. 249)
Chapter 10 Decision and Risk Analysis for the Evaluation of Strategic Options (p. 251)
Chapter 11 Performance Measurement (p. 285)
Chapter 12 A Financial Perspective on Strategic Investments (p. 313)
Chapter 13 Flexibility, Robustness and Real Options (p. 343)
Part VI Combining Approaches to Support Strategic Development (p. 367)
Chapter 14 Gone Fishing: A Case Study (p. 369)
Author Index (p. 395)
Subject Index (p. 401)

Author notes provided by Syndetics

Frances O?Brien is a lecturer in Operational Researchat Warwick Business School. (BSc Surrey, MSc Southampton.) She haspreviously been an Operational Research analyst at Ford MotorCompany.

Robert Dyson is Professor of Operational Research andSystems at Warwick Business School. BSc Liverpool, PhD Lancaster)He joined the business school in 1970 and became Chairman in1978-1981 and Dean in 1998-2000. He has also been the Pro-Vicechancellor of the University between 1989-1995 and 1999-2005. Heheld the Chair, Committee of Professors of Operational Researchbetween 1995-1997 and was the President of the Operational ResearchSociety 1998/9. He is also a member of the British Academy ofManagement and INFORMS.