Competing with Capabilities / Choosing a Strategy / Strategy and Innovation ^{2nd Ed.}

Open University Business School MBA B820 Strategy

• 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

MBA material, what do you expect?