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Corporate Strategy / International Strategy: Competing Across Borders / The Dynamics of Strategy, 2nd Ed.

Strategy -- Books 10 / 11 / 12

The Open University

Publisher: The Open University, 1999 , 151 pages

ISBN: 0-7492-9210-5

Keywords: MBA, Strategy

Synopsis:

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Table of Contents:

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  • Book 10 Corporate Strategy
    1. Introduction
      • 1.1 Learning Objectives of This Book
    2. Strategies for the Corporation
      • 2.1 Corporate Strategy and Portfolio Combinations
        • 2.1.1 The development of portfolio management in corporate strategy
        • 2.1.2 The relationship of portfolio management to industry attractiveness and superior resources
        • 2.1.3 Questioning portfolio management
        • 2.1.4 Shareholder portfolios, not corporate portfolios
      • 2.2 Synergy in Corporations
        • 2.2.1 Synergy and negative synergy
        • 2.2.2 Synergy and the nature of assets
        • 2.2.3 Synergy and superior corporate performance
        • 2.2.4 Synergy across time
      • 2.3 Strategic Capabilities and Corporate Strategy
        • 2.3.1 What are core competencies?
        • 2.3.2 Core competence competition
    3. Diversification and Divestment
      • 3.1 Diversification Strategies
      • 3.2 Divestment
        • 3.2.1 Decline: divestment or recovery?
        • 3.2.2 Turnarounds
        • 3.2.3 Divestment and core competencies
        • 3.2.4 Divestment in the public sector
    4. Strategies for Corporate Structure
      • 4.1 The Structures of Corporations
      • 4.2 Alternative Influences on Corporate Strategy and Structure
        • 4.2.1 Regulation and corporate strategy
        • 4.2.2 Government interest and corporate strategy
        • 4.2.3 The evolution of corporations in alternative economic and social contexts
        • 4.2.4 National norms and corporate strategy: financiers and families
        • 4.2.5 Alternative corporate strategies and structures
      • 4.3 Tools for the Strategy Manager
        • 4.3.1 The role of corporate management
        • 4.3.2 Corporate management: managing structural tensions
    5. Networks and Corporations
      • 5.1 Networks and Institutional Frameworks
        • 5.1.1 Networks in the Asian institutional context
        • 5.1.2 Networks in alternative institutional frameworks
        • 5.1.3 Drivers towards forming networks and alliances
      • 5.2 The Distinctiveness of Networks
        • 5.2.1 Networks, boundaries and control
        • 5.2.2 Networks and competition
        • 5.2.3 Networks as combinations of capabilities
        • 5.2.4 The place of networks in corporate strategy
    6. Summary and Conclusion
  • Book 11 International Strategy: Competing Across Borders
    1. Introduction
      • 1.1 Is International Strategy Different?
      • 1.2 Overview of the Book
      • 1.3 Learning Objectives of This Book
    2. International Competition: The Management of International Trade
      • 2.1 Traditional and Modern Factors of Production: Mobile v. Immobile
      • 2.2 ‘Advanced’ Factors of Production and the Growth of the MNC
        • 2.2.1 MNCs: what, when and why?
      • 2.3 Types of International Strategy
      • 2.4 The Great Game: The Role of Governments and the Limits to Regulation
        • 2.4.1 The great game: governments and MNCs
        • 2.4.2 Summary
    3. Comparative Advantage and International Competitive Advantage
      • 3.1 World Trade and International Competitive Advantage
      • 3.2 Comparative Advantage Revisited: The Porter ‘Diamond’
      • 3.3 Configuration of the International Value Chain
      • 3.4 Means and Ends: Ghoshal’s ‘Organising Framework’
      • 3.5 Summary
    4. International Industries and International Firms
      • 4.1 Types of International Industry
        • 4.1.1 Cultural homogensation and the emergence of global markets
        • 4.1.2 The global standardisation/adaptation debate
        • 4.1.3 The advantages of global operations
        • 4.1.4 The globalisation of brands
        • 4.1.5 The impact of regional trading blocs
        • 4.1.6 How global are 'global' markets?
        • 4.1.7 Regional or global
      • 4.2 Types of International Firm
        • 4.2.1 The transnational
      • 4.3 International Competition in Services
        • 4.3.1 Managing 'intangibles' across borders
        • 4.3.2 Scale and scope in services
    5. International Strategy Development
      • 5.1 Strategic Alliances and Joint Ventures
        • 5.1.1 Management issues affecting strategic alliances
        • 5.1.2 Types of alliances
        • 5.1.3 Making alliances work
      • 5.2 Mergers and Acquisitions
        • 5.2.1 Divestment, demerger and withdrawal
        • 5.2.2 International strategy developemt";" the Electrolux/Zanussi acquisition revisited
    6. Summary and Conclusion
  • Book 12 The Dynamics of Strategy
    1. Introduction
      • 1.1 Learning Objectives of This Book
    2. Why Strategy Matters
      • 2.1 Strategic Learning Makes a Difference
      • 2.2 Strategic Learning and Organisational Structure
    3. Strategy and the Search for Advantage
      • 3.1 Strategy and Innovation
      • 3.2 New Ways to Compete
      • 3.3 Strategic Positioning and Operational Effectiveness
      • 3.4 Market Positioning or Resource Leveraging
      • 3.5 Summary
    4. Sustainability
      • 4.1 Strategy and Commitment
    5. Summary and Conclusion

Reviews:

Corporate Strategy / International Strategy: Competing Across Borders / The Dynamics of Strategy

by Roland Buresund last modified 2014-01-25 18:38

Rating: ****** (Decent)

MBA material, what do you expect?


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