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A short course of lectures
«Strategic Management in the 21st Century. The Operational Environment»





SERENDIPITY—WHY WORRY ABOUT IT?Economic FactorsThe Qualification and Quantification of Resources and CapabilitiesALL IS NOT AS IT SEEMSThe Underlying AssumptionsReflecting on Porter's WorkLEGITIMACY STRATEGIESSO WHAT HAPPENS AS A RESULT?The Bottom LineSOME HISTORY OF ECONOMIC THEORIES UNDERLYING ENTREPRENEURSHIPThe Mind of an Entrepreneur—Timmons's WorkEmployee Engagement and Strategic Management: A Case Study from PalestineBIBLIOGRAPHYTHE LAST SITE OF LOBBYING—THE COURTSFORMS OF CAPITALISM—CURRENT AND PASTDefinitionTOOLS OF THE TRADEHow Does It Plan to Get There?Characteristics of Entrepreneurs—Bygrave's WorkAPPENDIX: SEVERAL THINGS TO REMEMBER WHEN LOBBYINGSO WHAT CAN YOU DO?STRATEGIC PLANNING VERSUS STRATEGIC MANAGEMENTStevenson's Six DimensionsStrategy and Entrepreneurship—A Discussion of Strategic EntrepreneursThe BPC Employee-Engagement StrategyINTEGRATING ENTREPRENEURSHIP WITH STRATEGYLessons from Microsoft and HistoryLESSONS LEARNEDThe Role of Supply Chain Management in Corporate StrategyCONTEXT FOR SERENDIPITYAuthoritarian CapitalismIsolated Executives Communicate Poorly about the Direction of the BusinessSocial Entrepreneurs—Past and PresentBIRZEIT PHARMACEUTICAL COMPANY (BPC)KEY FUNCTIONAL ROLES IN SCMTYPES OF KNOWLEDGE: A USEFUL TAXONOMYThe Analysis of Resources and CapabilitiesHOW DOES SERENDIPITY HAPPEN?The Human Resource Equation: Cost versus ValueWHEN CAPITALISM'S FORMS COLLIDEThe Strategic EnvironmentObstructing Organizational SerendipityLOBBYING FOR YOUR OWN INTERESTSA PLAN, THAT'S WHAT WE NEED, A PLAN!TYPES OF ENTREPRENEURS: A CATEGORIZATIONENTREPRENEURSHIP VERSUS INTRAPRENEURSHIPA CHANGE OF PARADIGMFOLLOW THE LEADER? NEW RISKS IN FOLLOWING OLD RULESWHAT NEXT?Looking for A but Finding BTHE INPUT/OUTPUT MODEL OF THE FIRM, EXPANDEDINTERFUNCTIONAL COORDINATION IS ESSENTIALNOTESDefinitionsTHE SWOT ANALYSIS—A PLATFORM FOR STRATEGIC PLANNINGCOMPETITION LEADS TO STRATEGYSTRATEGIC ENTREPRENEURSHIPCommunicationDEVELOPING A TENTATIVE FRAMEWORK FOR SERENDIPITYThe Origins of Strategy and Strategic ThoughtFREE MARKET MACROECONOMICS—ALL YOU REALLY NEED TO KNOW IN 30 SECONDSFunctional IntegrationEthical CultureNOTESBPC's MissionThe Analysis of ScenariosANALYSIS OF THE INTERNAL ENVIRONMENT-STRENGTHS AND WEAKNESSESReflecting on the RBV of the FirmThe Analysis of Stakeholder ForcesSOCIAL FORCES INFLUENCING BUSINESSDEVELOPING STRATEGIES FOR FOREIGN MARKETSENVIRONMENT AND SOCIETAL STRATEGYActions for Students and for ProfessorsTop Management CommitmentWHAT DO WE KNOW ABOUT SERENDIPITY?STRATEGIC ENTREPRENEURSHIP— CONCEPTUAL FRAMEWORKSSUSTAINABILITY STRATEGY IMPLEMENTATIONProprietary CapitalismThe Economy, the Government, and Managerial Decision MakingTHE PROCESS OF ENTREPRENEURSHIPWHY SOCIETAL STRATEGY?Beyond PorterObstaclesStagesNOTESIMPLEMENTATION OF HR ACTIVITIES AND PRACTICESNOTESNOTESNOTESBENEFITS OF IMPLEMENTING THE SOFT STUFFNOTESExecutive Turnover Breeds CynicismExecutives Become Insulated and IsolatedSTAGES OF SUPPLY CHAIN MANAGEMENTExamples of Intrapreneurial ActivitiesTHE RESOURCE-BASED VIEW (RBV) OF THE FIRMThe Basics of StrategyDIRECT LOBBYING VERSUS INDIRECT LOBBYINGTHE TRADITION OF COMMUNITY ORGANIZING IN PALESTINEOpenness and CuriosityNOTESPreparedness and AlertnessTentative FrameworkOUR BUSINESS NEEDS PROFESSIONALS—WHERE ARE THE LOBBYISTS?WHY DO RELATIONSHIP AND COMMUNICATION PROBLEMS HAPPEN?The Influence of Social Forces on Firm StrategyNavigating the Political EnvironmentPORTER'S WORKENTREPRENEURSHIP EXTENDS ITS INFLUENCE— THE RISE OF THE SOCIAL ENTREPRENEURWhere Does It Want to Be in 5 to 10 Years?WHAT IS SUPPLY CHAIN MANAGEMENT?Business-Government Dynamics in the Global EconomyApproaches to Strategic ManagementActions for Mid-Level Managers, "Lieutenants," or IndividualsTHE ENTREPRENEUR AND THE NOTION OF VISIONMANAGERIAL CAPABILITY FOR SOCIAL AND POLITICAL RESPONSEStakeholder EngagementAll-Stars and "A Players": Competition Undermines CooperationTHE GAME IS CHANGING—NOWA BRIEF HISTORY OF STRATEGIC MANAGEMENTINFLUENCING THE ENTREPRENEURIAL ENGAGEMENT—A MOTIVATIONAL ASPECTINDIRECT LOBBYING, GRASSROOTS, AND MEDIANOTESINTERFIRM COLLABORATION ON NONCORE COMPETENCY FUNCTIONS (OUTSOURCING)STRATEGIC THINKING VERSUS STRATEGIC PLANNINGTHE FAILURE OF TRADITIONAL STRATEGIC MANAGEMENTGeneral CharacteristicsMarshaling Firm Resources in Order to Be a Successful CompetitorThe New Reality for Business Institutions: Societal StrategyPolicy and PracticeNOTESPolitical FactorsENVIRONMENTAL FACTORSSTRATEGIC BEHAVIOR AND STRATEGIC CHOICESSTRATEGY—FROM MARTIAL ART TO MARKETS—THE WHOSOCIETAL PERFORMANCERelationshipsAn RBV of Human Resources and Competitive AdvantageANALYSIS OF THE EXTERNAL ENVIRONMENT— OPPORTUNITIES AND THREATSCHARACTERISTICS OF SUCCESSFUL ENTREPRENEURSCharacteristics and "Types"NOTESWhere Is the Firm Now?NORTHROP GRUMMAN CORPORATIONOrganization Design Impedes Lateral Relationship BuildingSELECTED BUSINESS LOBBYING BIBLIOGRAPHYTHE ROLE OF ORGANIZATIONAL CULTUREMANAGERIAL IMPLICATIONSEIGHT THINGS FIRMS DO THAT DISTINGUISH THEM IN SCMActions for Entrepreneurs in Start-upsThe Analysis of Societal ForcesWHERE CAN OUR COMPANY FIND SOMEONE TO LOBBY FOR US?THE TRIPLE BOTTOM LINEThe Soft Stuff Is the Hard Stuff: How Relationships and Communications Can Drive the Execution of Business StrategySWOT Analysis and the Three Strategic QuestionsSTAKEHOLDER POWERTHE SOFT STUFF IS INDEED THE HARD STUFFThe Analysis of Competitive (Industry) ForcesHuman Resources Management (HRM) and Pfeiffer's WorkThe Myth of Free Market U.S. CapitalismSTRATEGY ISSUES IN SCMABILITIES NEEDED TO BE ABLE TO RECOGNIZE AND TAKE ADVANTAGE OF SERENDIPITYActions for Executives in Large OrganizationsELEMENTS OF SOCIETAL STRATEGYCooperative CapitalismENVIRONMENTAL TURBULENCEEmployeesWHO PERFORMS THE SOCIETAL STRATEGY? Enhancing Organizational SerendipityThe Power of Organizational Culture: Leaders Create Culture and Culture Trumps StrategyWHAT MIGHT CAUSE A BUSINESS STRATEGY TO FAIL?Managerial CapitalismCONCLUDING THOUGHTSDESCRIPTION OF THE MODELSTRATEGY—A MARTIAL ARTSerendipity as a Strategic Advantage?Social Factors
 
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