Strategic management : logic & action / Anne Sigismund Huff ... [et al.].

By:

Huff, Anne Sigismund

Contributor(s):

Material type: Text

TextPublication details: Hoboken, NJ : John Wiley & Sons, c2009.Description: xvi, 432 p. : col. ill. ; 24 cmISBN:

9780471017936 (pbk.) :
0471017930 (pbk.) :

Subject(s):

DDC classification:

658.4012 HUF 22

Online resources:

Contents:

Defining strategy -- Developing resources -- Serving customers -- Seeking opportunity -- Competing with rivals -- Specifying a business model -- Considering corporate strategy -- Thinking globally -- Acting responsibly -- Ensuring execution -- Managing knowledge -- Providing leadership -- Personal strategizing.

Holdings
Item type	Current library	Call number	Status	Date due	Barcode
Standard Loan	Moylish Library Main Collection	658.4012 HUF (Browse shelf(Opens below))	Available		39002100681072

Enhanced descriptions from Syndetics:

Students are already strategists in their personal lives. Thisconcise text, intended primarily for undergraduate seniors and MBAstudents, provides students with the know-how to apply effectivestrategies in their future careers.

Strategic Management: Logic and Action provides awide range of organizational examples along with worksheets at theend of each chapter. Students are encouraged to use the Web as asource of information, but to also interview people to assessactions within the context of organizations. The text is meant tobe a useful guide for strategists facing new situations from thebeginning of their organization careers.

From the Preface :
" Strategy is no longer the exclusive concern of generals. It isnot something you wait to think about until you are the presidentof an organization. You need to understand strategic thinking rightnow, as a graduate entering the workforce, a newly appointedsupervisor, or a mid-level manager. Corporations, small businesses,non-profits, and public agencies ? organizations of all kinds? are discovering how important it is for employees tounderstand why the organization interacts the way it does withcustomers, competitors, and other actors. Many then ask theiremployees to help strengthen current connections and invent newones."

Formerly CIP. Uk

Includes bibliographical references and index.

Table of contents provided by Syndetics

1 Define Strategy.
What Are the Characteristics of Effective Strategy?
How Are Strategies Influenced By Other Strategists?
How Do They Lead Others?
Why Are the Successes and Failures of Other Organizations Important?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
2 Developing Resources.
Which Firm Resources are Associated with Competitive Advantage?
How Are Competitive Resources Created and Sustained?
What Risks Are Associated with Resource Accumulation?
How is Resource Accumulation and Deployment Strategically Managed?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
3 Serving Customers.
Why is the Customer Relationship Increasingly Critical?
What is a Service Mentality?
What Are the Guidelines for a Customer-Based Business Model?
How Do Companies Gather Data to Identify and Understand Their Customers?
Can the Customer Connection Be Overemphasized?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
4 Seeking Opportunity.
What Signals the Capacity to Develop Opportunity?
What Are the Processes of Opportunity Development?
What Are the Differences between Small Firm and Corporate Entrepreneurship?
Is Ambidexterity the Answer?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
5 Competing with Rivals.
What Distinguishes Competitive Environments?
What Affects Profit Potential in Different Environments?
How Do Macro Forces Affect the Evolution of Competitive Conditions?
How Do Asymmetries Help Explain Competitive Advantage?
What Are Generic Strategies for Achieving Competitive Advantage?
What Are the Characteristics of Hypercompetition?
When Do Competitors Collaborate?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
6 Specifying a Business Model.
What Are Common Business Models?
How Can Value Chain Analysis Contribute to Strategic Change?
How Can the Life Cycle Be Used as a Source of Business Model Ideas?
What Can Be Learned from Competitors, Customers, and Others?
How Do Business Plans Differ from Business Models?
Conclusions for the Strategist
Key Terms
Questions for Further Reflection
Notes
7 Considering Corporate Strategy.
How Do Strategies Pursue Growth?
How Are Economic Transactions among Firms Facilitated?
Can Diversification Leverage Core Competence?
When Is Learning an Outcome of Alliance?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
8 Thinking Globally.
What Are the Advantages and Disadvantages of International Diversification?
How Can Competitive Advantage Be Increased through International Expansion?
What Are Alternative Strategies for International Expansion?
What Are Alternative Entry Modes?
What Are Significant Cross-Cultural Differences?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
9 Acting Responsibly.
What is Sustainable Strategy?
How Are Standards for Corporate Governance Changing?
What Are Internal Forces for Social Responsibility?
What Intensifies Ethical Dilemmas?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
10 Ensuring Execution.
How Can Strategy Execution Support the Increasing Need for Flexibility?
How Is Strategic Planning Changing?
How Is Individual and Unit Performance Improved?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
11 Managing Knowledge.
Why Is Knowledge an Increasingly Important Source of Sustainable Advantage?
What Are the Characteristics of Knowledge Needed by Companies?
How Do Strategists Manage and Use Knowledge?
How Do Organizational Systems Affect Knowledge Management?
What Are the Most Important External Sources of Knowledge?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
12 Providing Leadership.
What Are Contemporary Definitions of Leadership?
What Are the Most Important Activities of Strategic Leaders?
How Are High-Performance Organizations Created and Maintained?
Conclusions for the Strategist
Key Concepts
Questions for Further Reflection
Notes
13 Personal Strategizing.
What Are the Trends Shaping Future Work?
How Is the Employment Relationship Changing?
What Are the Most Important Career-Planning Activities?
Why Be Purposeful About Work/Life Balance?
Conclusions for the Strategist
Notes
Index

Author notes provided by Syndetics

Anne Sigismund Huff is the Founding Director of the AdvancedInstitute of Management Research (AIM), a UK wide managementresearch initiative with offices based at the London BusinessSchool.
She is a visiting professor at the TUM Business School with a jointappointment at the Center for Advanced Teaching and Learning in theSocial Sciences at the University of Colorado. She has also been onthe faculty of Cranfield School of Management and a visitingProfessor at London Business School. She received an MA inSociology and a PhD in Management from Northwestern University, andhas been on the faculty at UCLA and the University of Illinois.