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Competing with Capabilities / Choosing a Strategy / Strategy and Innovation, 2nd Ed.

Strategy -- Books 4 / 5 / 6

The Open University

Publisher: The Open University, 1999 , 155 pages

ISBN: 0-7492-8995-3

Keywords: MBA, Strategy

Synopsis:

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Table of Contents:

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  • Book 4 Competing with Capabilities
    1. Introduction
      • 1.1 Learning Objectives of This Book
      • 1.2 What is the Resource-Based Approach to Strategy?
        • 1.2.1 The debate within strategy
        • 1.2.2 Combining resources and capabilities
      • 1.3 The Value Chain Concept and its Relationship to Capabilities
    2. Why Do Organisations Differ?
      • 2.1 Resources and Capabilities as Sources of Advantage
      • 2.2 Conceptual Analysis of the Sources of Advantage
        • 2.2.1 Resources and superior performance
      • 2.3 The Role of Know-How, Tacit Knowledge and Human Resources
        • 2.3.1 Tacit knowledge
    3. Resources and Capabilities
      • 3.1 The Economics of Strategy: Markets and Hierarchies
      • 3.2 The Economics of Multi-Product or Multi-Business Organisations
      • 3.3 Grant’s Five-Stage Model
        • 3.3.1 Sustainability and appropriability of returns from resources and capabilities
        • 3.3.2 Putting it all together
        • 3.3.3 Making it happen
      • 3.4 The Role of Organisational Routines and Learning in Building and Transferring Capabilities
      • 3.5 Capabilities and Change
    4. The Boundaries of the Organisation
      • 4.1 Corporate Strategy Issues: Organisations or ‘Virtual’ Organizations?
        • 4.1.1 Vertical integration or 'quasi-integration'?
        • 4.1.2 Transaction costs and the scope of the firm
      • 4.2 Dynamic Capabilities Issues: Building Organisational Capability
        • 4.2.1 Organisational learning and organisational routines
      • 4.3 Ownership, Control or just Links in a Chain?
    5. Summary and Conclusion
      • 5.1 Objectives Revisited
  • Book 5 Choosing a Strategy
    1. Introduction
      • 1.1 Learning Objectives of This Book
    2. Strategy Formulation and Sources of Competitive Advantage
      • 2.1 Competition, Performance and Strategic Fit
      • 2.2 An Introduction to Strategic Choice
          • Where are we now?
          • Where do we want to go?
          • How do we get there?
        • 2.2.1 Limits on the formulation of strategies
          • Mandate analysis
          • Stakeholder analysis
      • 2.3 Competitive Advantage and Corporate Success
    3. Generic Strategies for Pursuing Competitive Advantage
      • 3.1 Introduction
      • 3.2 Porter’s Generic Strategies
        • Cost Leadership
        • Differentiation
        • Focus
      • 3.3 Cost-Based Strategies
      • 3.4 Differentiation-Based Strategies
      • 3.5 Generic Strategies in Perspective
      • 3.6 Probing and Elaborating the Generic Strategies
    4. Strategic Options for Products and Markets, Old and New
      • 4.1 Present Product, Present Markets
        • 4.1.1 Market penetration
        • 4.1.2 Consolidation
        • 4.1.3 Liquidation
      • 4.2 Present Product, New Markets
        • 4.2.1 Market development
      • 4.3 New Product, Present Makets
        • 4.3.1 Product or service development
      • 4.4 New Products, New Markets
        • 4.4.1 Diversification
      • 4.5 Example: New and Old in Retail Banking
      • 4.6 Boundaries and the Choices Between Old and New
    5. Testing Strategic Options and Strategic Choices
      • 5.1 Introduction
      • 5.2 The Tests of Suitability, Feasibility and Acceptability
        • Suitability
        • Feasability
        • Acceptability
      • 5.3 The Tests of Consistency, Consonance, Advantage and Feasibility
        • Consistency
        • Consonance
        • Advantage
        • Feasability
      • 5.4 Testing for Efficiency, Effectiveness, Economy and Equity
      • 5.5 Risk and Uncertainty and Scenario Planning
      • 5.6 Future Modelling and Scenario Planning
      • 5.7 Risk, Reward and Superior Profitability
    6. Summary and Conclusion
  • Book 6 Strategy and Innovation
    1. Introduction
      • 1.1 The Idea of Innovation
      • 1.2 Learning Objectives of This Book
      • 1.3 Shape, Scope and Content of This Book
    2. Frameworks for Understanding Innovation
      • 2.1 Innovation and Macro-Environmental Change
        • 2.1.1 Long waves, paradigms and trajectories
        • 2.1.2 Incremental and radical innovation
      • 2.2 An Innovation Typology
      • 2.3 Process Innovation
      • 2.4 Product and Process Interdependence
      • 2.5 Diffusion of Innovations
    3. Innovation and Strategy
      • 3.1 Creating Advantage through Innovation
      • 3.2 The Drivers of Innovation
        • 3.2.1 Science as a driver of innovation
      • 3.3 Technology-Push or Market-Pull?
        • 3.3.1 The new innovation paradigm
      • 3.4 Investment in Innovation
      • 3.5 Strategic Options
      • 3.6 Key Innovation Success Factor
    4. Innovation in Context
      • 4.1 Innovation and the Service Sector
      • 4.2 Large Firms, Small Firms and Innovation
      • 4.3 Innovation in Mature Industries
    5. Building the Capability to Innovate
      • 5.1 Innovation and Organisational Capability
      • 5.2 Innovation and Organisation
      • 5.3 Innovation as Knowledge Management
      • 5.4 Strategic Collaboration and Innovation
      • 5.5 Organisations and Individuals
        • 5.5.1 Employment strategies for innovation
        • 5.5.2 The individual's perspective
    6. Summary and Conclusion
      • Implications for strategy

Reviews:

Competing with Capabilities / Choosing a Strategy / Strategy and Innovation

by Roland Buresund last modified 2014-01-25 18:33

Rating: ****** (Decent)

MBA material, what do you expect?


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