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

Strategy -- Books 10 / 11 / 12

The Open University

Publisher: The Open University, 1999

ISBN: 0-7492-9210-5

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