Strategy and Strategists

Section 1 Discovering strategy and strategists 1.Discovering strategy Introduction The purpose of strategy The challenges of strategic management Spotlight: Evidence-based management: a cure-all for strategy practice? Implications for strategy practice Introduction to readings Mini case study: Hyundai: rewriting global automotive history Summary 2.Discovering strategists In search of strategists: tracing their origins and characteristics Role, skills, motivation, and formation of the strategist Spotlight: How CSOs think about their role Mini case study: U2: even better than the real thing? 3.The process of strategizing: strategic thinking, decision making, and leadership Strategic thinking Strategic decision making Strategic leadership Contents note continued: Spotlight: In the heat of the moment: wildlife firefighters and suboptimal decision making Mini case study: Simon Cowell: generating Xtreme reactions 4.Dynamics of strategy formulation: deliberate and emergent approaches Core strategic issues Perspectives on strategy formulation Strategy process Spotlight: The art and science of crafting strategy Mini case study: BAA, BA, and the opening of Heathrow Terminal 5: not quite ready for take-off Section 1 readings Reading 1.1 What is strategy? Michael E. Porter Reading 1.2 Strategy as simple rules Kathleen M. Eisenhardt and Donald N. Sull Reading 1.3 The first strategists Stephen Cummings Reading 1.4 Strategy as strategic decision making Kathleen M. Eisenhardt Contents note continued: Reading 1.5 Crafting strategy Henry Mintzberg Reading 1.6 Evaluation of strategy: theory and models Richard P. Rumelt Reading 1.7 Strategic planning in a turbulent environment: evidence from the oil majors Robert M. Grant Practitioner reflection Dr Richard Schroth Section 2 Foundations of advantage 5.Purpose and values: diverse responsibilities of business The business of business Corporate governance and stakeholders Mission Spotlight: BP oil spill: Deepwater, deep trouble Mini case study: Fairtrade: making a difference? 6.Market-based and resource-based approaches The nature of competitive advantage: sustainable or temporal? External foundations of advantage: deciphering the rules Internal foundations of advantage: breaking and/or making your own rules Contents note continued: Spotlight: Reengineering industry rules in the music industry Mini case study: The format war: HD-DVDs vs Blu-ray Section 2 readings Reading 2.1 Strategy and society Michael E. Porter and Mark R. Kramer Reading 2.2 The five competitive forces that shape strategy Michael E. Porter Reading 2.3 Dynamic capabilities and strategic management David J. Teece, Gary Pisano, and Amy Shuen Section 3 Routes to advantage 7.Corporate and global strategy: domain and direction Routes to advantage Corporate-level strategy Direction Global strategy Spotlight: Corporate-level strategy Mini case study: Coca-Cola: `Making every drop count' 8.Business and network strategies: market and methods Strategic choice Business-level strategy Contents note continued: Network strategies Network forms Spotlight: Woolworths: losing a national institution Mini case study: Zara Section 3 readings Reading 3.1 Portfolio matrices David Faulkner Reading 3.2 Global strategy: an organizing framework Sumantra Ghoshal Reading 3.3 How to build collaborative advantage Morten T. Hansen and Nitin Nohria Practitioner reflection Michael Devane Section 4 Realizing advantage 9.Levers for implementing strategy: strategic control and empowerment Levers for implementation: control Levers for implementation: empowerment Culture, rewards, and performance evaluation Spotlight: Google: `Great just isn't good enough' Mini case study: Toyota: `The best built cars in the world'? Contents note continued: 10.Interactions in executing strategy: structure, knowledge, people, and customers Structuring organizations and organizing structure Knowledge infrastructure People: nurturing and enabling talent Customer insights Spotlight: Client and company charters Mini case study: The British Broadcasting Corporation's (BBC) Strategic Review: doing more with less? Section 4 readings Reading 4.1 Strategic orientation and top management attention to control systems Robert Simons Reading 4.2 Transforming the balanced scorecard from performance measurement to strategic management: part I Robert S. Kaplan and David P. Norton Reading 4.3 Turning great strategy into great performance Michael C. Mankins and Richard Steele Reading 4.4 Configurations of strategy and structure: towards a synthesis Danny Miller Contents note continued: Reading 4.5 The co-creation connection C. K. Prahalad and Venkatram Ramaswamy Section 5 Sustaining advantage 11.Strategic change: adapting while retaining focus The change imperative Perspectives on change and implementing change Spotlight: Rural Payments Agency change programme Mini case study: Hard-wired: Kleisterlee is reinventing the inventive Dutch firm Philips 12.Innovation and corporate entrepreneurship Innovation A shift in the innovation paradigm Corporate entrepreneurship Spotlight: Innovation leaders and approaches: Proctor and Gamble Mini case study: Innovation in the blood: the story of Siemens Section 5 readings Reading 5.1 Managing radical change Ann Todd Contents note continued: Reading 5.2 The discipline of innovation Peter F. Drucker Reading 5.3 Building bridges: the social structure of interdependent innovation Adam M. Kleinbaum and Michael L. Tushman Reading 5.4 A dynamic view of strategy Constantinos C. Markides Practitioner reflection Dr Chris Coughlan Section 6 Rediscovering strategy and strategists 13.Managing strategy in context: public sector, non-profit, and small firms Not-for-profit organizations (NPOs) Strategy in public sector organizations (PSOs) The smaller firm context Strategic management challenges for NPOs, PSOs, and smaller firms Spotlight: Charity needs a better foundation Mini case study: Success and longevity: The International Committee of the Red Cross 14.The role of strategy agents: consultants, management education, and strategy discourses Contents note continued: Consultants and managerial fads Strategy discourses and the role of knowledge and power Spotlight: The business of business school rankings Mini case study: Virgin consultants and the NHS: balancing spin with substance? Section 6 readings Reading 6.1 A public management for all seasons? Christopher Hood Reading 6.2 Strategy viewed from a management fashion perspective Timothy Clark Reading 6.3 Rethinking strategy: contemporary perspectives and debates Mahmoud Ezzamel and Hugh Willmott Practitioner reflection Padraig O'Ceidigh Section 7 Long cases Case 1 Books to bytes: the competitive impact of e-books Case 2 The City of London Local Policing Plan 2006-09 Case 3 Cloon Keen Atelier: an SME's scent for a premium position Case 4 The Ethical Trading Initiative Case 5 Leadership: the Indra Nooyi way Case 6 Macquarie Bank Australia Contents note continued: Case 7 McDonald's: still lovin' it? Case 8 Reassessing value in strategy Case 9 The Renault Nissan alliance: not just a handshake Case 10 The UK grocery retailing industry.