TY  - BOOK
AU  - Haberberg,Adrian
AU  - Rieple,Alison
TI  - Strategic management: theory and application 
SN  - 9780199560295 (pbk)
U1  - 658.4012 22
PY  - 2010///
CY  -  , New Delhi
PB  - Oxford University Press
KW  - Strategic planning
N1  - Includes bibliographical references and index; PART ONE:CORE CONCEPTS;
1. strategy and the organization;
-learning out comes;
-introduction;
1.1 the basics _organizations and strategies;
1.2 organizations and legal entities;
1.3. organizations as economic actors;
1.4. the organizations as an accumulation of knowledge and learning;
1.5. organization as bundles of resources;
1.6. organizations as collection of people;
1.7. how the five views of the organization interact;
-chapter summary;
-key skills;
2. what is the strategic management;
-learning outcomes;
-introduction;
2.1 strategy_ basic concepts;
2.2  how strategy happens;
2.3 where strategy happens;
2.4 what makes for a good strategy; 
2.5 the  management of risks, trade offs, commitments and paradox;
2.6 for whom strategy happens;
2.7 corporate social responsibilities and business ethics;
2.8 how strategy go wrong;
-chapter summary;
-key skills;
PART TWO: ASSESSING FIT AND DISTINCTIVENESS;
3. understanding the influence of the environment;
-learning outcomes;
-introduction;
3.1 analyzing the environment and the nature of competition;
3.2 the macro environment environment _ PESTLE  analysis;
3.3 analyzing the industry;
3.4 the industry life cycle;
3.5 industry analysis : the six forces;
3.6 the outcomes of environmental and industry analysis;
-chapter summary;
-key skills;
4. distinctiveness (1) : competitive stance;
-learning outcomes;
-introduction;
4.1 competitive stance: the right market for the right products;
4.2 understanding customers : segmentation;
4.3 generic competitive strategies;
-chapter summary;
-key skills;
-review questions;
5. distinctiveness(2): case study 4.1 :eBay (a);
-learning outcomes;
-introductions;
5.1. expansion and diversification;
5.2 factors affecting expansion and diversification decision;
5.3 the international dimension;
5.4 assessing and expansion and diversification strategy;;
-chapter summary;
-key skills;
review questions;
6. distinctiveness(3): the value chain;
-learning outcomes;
-introduction;
6.1 value chain analysis;
6.2 types of value chain;
-chapter summary;
-key skills;
PART THREE; ASSESSING THE SUSTAINABILITY OF ADVANTAGES;
7: the resources based view of firm;
-learning outcomes;
-introduction;
7.1 the resources-based view of firm;
7.2 strategic and threshold resources;
7.3 the different types of resources;
7.4  capabilities and competences;
7.5 assets, capabilities and competence;
7.6 dynamic capabilities;
7.7 core rigidities and competency traps;
-chapter summary;
-key skills;
8. architecture ,structure and culture;
-learning outcomes;
-introduction;
8.1 architecture and culture: an over view;
8.2 hierarchical structure and control system;
8.3 organizational culture;
8.4 organizational culture;
-chapter summary;
-key skills;
9. the management of complex organization;
-learning outcomes;
-introduction;
9.1 structural choices for complex organizations;
9.2 parenting: adding value to units from the Centre;
9.3 managing alliances and other forms of collaboration;
-chapter summary;
-key skills;
-review questions;
10 knowledge, learning and innovation;
-learning outcomes;
-introduction;
10.1 knowledge and knowledge management;
10.2 knowledge development and organizational learning;
10.3 deploying and protecting knowledge;
10.4 innovation;
-chapter summary;
-key skills;
-review question;
PART FOUR: FROM STRATEGY ANALYSIS TO STRATEGY FORMULATION;
11. assessing organizational performance and setting strategic priorities;
-learning outcomes;
-introduction;
11.1 evaluating an organization's financial performance;
11.2 measure of operational performance;
11.3 making comparisons;
11.4 strategic issues and priorities;
-chapter summary;
-key skills;
12. options and strategic methods;
-learning outcomes;
-introduction;
12.1 strategic option;
12.2 strategic methods;
12.3 evaluating strategic options: the RACES framework;
13. strategies un profit -making contexts;
-learning outcomes;
-introduction;
13.1 the impact of the industry life cycle;
13.2 strategies for the introductory phase of an industry;
13.3 strategies for the growth process of an industry ;
13.4 strategies for the mature phase of an industry;
13.5 strategies for the decline stage of an industry;
13.6 strategies in hypercompetitive industries;
-chapter summary;
-key  skills;
14. strategies in international contexts;
-learning outcomes;
-introduction;
14.1 the drivers of globalization;
14.2 international trade organization;
14.3 economic union;
14.4 criticism of globalization;
14.5 the international organization;
14.6 the international environment;
-chapter summary 
-key skills;
17. making strategy happen;
-learning outcome;
-introduction;
17.1 strategic control and performance measurement;
17.2 raising finance;
17.3 leadership;
17.4 effecting turnarounds;
17.5 effecting mergers and acquisitions;
-chapter summary;
-key skills;




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