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





HOW DOES SERENDIPITY HAPPEN?KEY FUNCTIONAL ROLES IN SCMStagesThe Power of Organizational Culture: Leaders Create Culture and Culture Trumps StrategyTHE INPUT/OUTPUT MODEL OF THE FIRM, EXPANDEDThe Mind of an Entrepreneur—Timmons's WorkActions for Executives in Large OrganizationsThe Qualification and Quantification of Resources and CapabilitiesHow Does It Plan to Get There?The Analysis of Resources and CapabilitiesRelationshipsThe Economy, the Government, and Managerial Decision MakingSTAGES OF SUPPLY CHAIN MANAGEMENTENVIRONMENTAL FACTORSSTRATEGY—FROM MARTIAL ART TO MARKETS—THE WHOBPC's MissionBeyond PorterTHE PROCESS OF ENTREPRENEURSHIPWHAT IS SUPPLY CHAIN MANAGEMENT?NOTESWHAT DO WE KNOW ABOUT SERENDIPITY?NOTESINDIRECT LOBBYING, GRASSROOTS, AND MEDIANORTHROP GRUMMAN CORPORATIONCharacteristics of Entrepreneurs—Bygrave's WorkANALYSIS OF THE EXTERNAL ENVIRONMENT— OPPORTUNITIES AND THREATSCooperative CapitalismWHAT NEXT?SWOT Analysis and the Three Strategic QuestionsEthical CultureCONTEXT FOR SERENDIPITYNOTESWHY DO RELATIONSHIP AND COMMUNICATION PROBLEMS HAPPEN?Preparedness and AlertnessThe Strategic EnvironmentManagerial CapitalismThe Analysis of ScenariosANALYSIS OF THE INTERNAL ENVIRONMENT-STRENGTHS AND WEAKNESSESThe Analysis of Societal ForcesHuman Resources Management (HRM) and Pfeiffer's WorkCONCLUDING THOUGHTSDEVELOPING A TENTATIVE FRAMEWORK FOR SERENDIPITYReflecting on the RBV of the FirmMANAGERIAL CAPABILITY FOR SOCIAL AND POLITICAL RESPONSEELEMENTS OF SOCIETAL STRATEGYLESSONS LEARNEDEIGHT THINGS FIRMS DO THAT DISTINGUISH THEM IN SCMProprietary CapitalismNOTESBENEFITS OF IMPLEMENTING THE SOFT STUFFAuthoritarian CapitalismStrategy and Entrepreneurship—A Discussion of Strategic EntrepreneursSTRATEGIC BEHAVIOR AND STRATEGIC CHOICESSUSTAINABILITY STRATEGY IMPLEMENTATIONExecutives Become Insulated and IsolatedNOTESCOMPETITION LEADS TO STRATEGYNOTESFunctional IntegrationLOBBYING FOR YOUR OWN INTERESTSALL IS NOT AS IT SEEMSTHE ROLE OF ORGANIZATIONAL CULTURESerendipity as a Strategic Advantage?THE GAME IS CHANGING—NOWActions for Entrepreneurs in Start-upsSTRATEGIC ENTREPRENEURSHIPTHE TRADITION OF COMMUNITY ORGANIZING IN PALESTINEThe Human Resource Equation: Cost versus ValuePolicy and PracticeIMPLEMENTATION OF HR ACTIVITIES AND PRACTICESEmployeesWhere Is the Firm Now?Where Does It Want to Be in 5 to 10 Years?APPENDIX: SEVERAL THINGS TO REMEMBER WHEN LOBBYINGSocial Entrepreneurs—Past and PresentWHY SOCIETAL STRATEGY?The Soft Stuff Is the Hard Stuff: How Relationships and Communications Can Drive the Execution of Business StrategyNOTESSTRATEGIC THINKING VERSUS STRATEGIC PLANNINGMANAGERIAL IMPLICATIONSLessons from Microsoft and HistoryFOLLOW THE LEADER? NEW RISKS IN FOLLOWING OLD RULESENVIRONMENTAL TURBULENCEThe Origins of Strategy and Strategic ThoughtNOTESSTRATEGIC ENTREPRENEURSHIP— CONCEPTUAL FRAMEWORKSWHEN CAPITALISM'S FORMS COLLIDEEmployee Engagement and Strategic Management: A Case Study from PalestineWHERE CAN OUR COMPANY FIND SOMEONE TO LOBBY FOR US?Enhancing Organizational SerendipityActions for Mid-Level Managers, "Lieutenants," or IndividualsTHE ENTREPRENEUR AND THE NOTION OF VISIONReflecting on Porter's WorkNavigating the Political EnvironmentThe Bottom LineObstructing Organizational SerendipityAll-Stars and "A Players": Competition Undermines CooperationCharacteristics and "Types"THE RESOURCE-BASED VIEW (RBV) OF THE FIRMSOME HISTORY OF ECONOMIC THEORIES UNDERLYING ENTREPRENEURSHIPDEVELOPING STRATEGIES FOR FOREIGN MARKETSThe Underlying AssumptionsOpenness and CuriosityTHE LAST SITE OF LOBBYING—THE COURTSINFLUENCING THE ENTREPRENEURIAL ENGAGEMENT—A MOTIVATIONAL ASPECTExamples of Intrapreneurial ActivitiesObstaclesDefinitionSTRATEGY ISSUES IN SCMOUR BUSINESS NEEDS PROFESSIONALS—WHERE ARE THE LOBBYISTS?TYPES OF ENTREPRENEURS: A CATEGORIZATIONThe BPC Employee-Engagement StrategyENTREPRENEURSHIP EXTENDS ITS INFLUENCE— THE RISE OF THE SOCIAL ENTREPRENEURSOCIETAL PERFORMANCEExecutive Turnover Breeds CynicismMarshaling Firm Resources in Order to Be a Successful CompetitorTHE FAILURE OF TRADITIONAL STRATEGIC MANAGEMENTINTERFUNCTIONAL COORDINATION IS ESSENTIALThe Influence of Social Forces on Firm StrategyActions for Students and for ProfessorsTentative FrameworkNOTESSOCIAL FORCES INFLUENCING BUSINESSNOTESNOTESDESCRIPTION OF THE MODELLooking for A but Finding BThe New Reality for Business Institutions: Societal StrategyA BRIEF HISTORY OF STRATEGIC MANAGEMENTINTERFIRM COLLABORATION ON NONCORE COMPETENCY FUNCTIONS (OUTSOURCING)BIRZEIT PHARMACEUTICAL COMPANY (BPC)The Analysis of Stakeholder ForcesStevenson's Six DimensionsEconomic FactorsLEGITIMACY STRATEGIESBIBLIOGRAPHYSTRATEGIC PLANNING VERSUS STRATEGIC MANAGEMENTDIRECT LOBBYING VERSUS INDIRECT LOBBYINGSocial FactorsSELECTED BUSINESS LOBBYING BIBLIOGRAPHYENVIRONMENT AND SOCIETAL STRATEGYSO WHAT HAPPENS AS A RESULT?THE TRIPLE BOTTOM LINETYPES OF KNOWLEDGE: A USEFUL TAXONOMYWHO PERFORMS THE SOCIETAL STRATEGY? The Analysis of Competitive (Industry) ForcesSERENDIPITY—WHY WORRY ABOUT IT?DefinitionsPORTER'S WORKStakeholder EngagementSTRATEGY—A MARTIAL ARTCHARACTERISTICS OF SUCCESSFUL ENTREPRENEURSThe Basics of StrategyCommunicationBusiness-Government Dynamics in the Global EconomyTop Management CommitmentGeneral CharacteristicsTHE SOFT STUFF IS INDEED THE HARD STUFFPolitical FactorsOrganization Design Impedes Lateral Relationship BuildingApproaches to Strategic ManagementTOOLS OF THE TRADEABILITIES NEEDED TO BE ABLE TO RECOGNIZE AND TAKE ADVANTAGE OF SERENDIPITYA CHANGE OF PARADIGMIsolated Executives Communicate Poorly about the Direction of the BusinessThe Myth of Free Market U.S. CapitalismTHE SWOT ANALYSIS—A PLATFORM FOR STRATEGIC PLANNINGThe Role of Supply Chain Management in Corporate StrategyA PLAN, THAT'S WHAT WE NEED, A PLAN!STAKEHOLDER POWERINTEGRATING ENTREPRENEURSHIP WITH STRATEGYSO WHAT CAN YOU DO?ENTREPRENEURSHIP VERSUS INTRAPRENEURSHIPFREE MARKET MACROECONOMICS—ALL YOU REALLY NEED TO KNOW IN 30 SECONDSWHAT MIGHT CAUSE A BUSINESS STRATEGY TO FAIL?FORMS OF CAPITALISM—CURRENT AND PASTAn RBV of Human Resources and Competitive Advantage
 
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