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A short course of lectures
«Strategic Management in the 21st Century. Corporate Strategy»





The Post-Equilibrium EraLinkage of the Quality Function with the Overall Strategic FunctionPRODUCT-LEVEL INNOVATIVENESS-1925: The Volume-Orientation EraTHE LAST PIECE OF THE PUZZLE: HR PRACTICESAN ILLUSTRATION OF COMPETITIVE EVOLUTION: THE U.S. AUTOMOBILE INDUSTRYFinancial Flexibility and the Use of Other Financing ToolsEXISTING FRAMEWORKSOrganizational Knowledge, Capabilities, and ResourcesBetaTHE INNOVATIVE ENVIRONMENTTarget SelectionOrganizational Control/Oversight IssuesINTERACTION OF PRODUCT- AND ORGANIZATIONAL-LEVEL SIGNALSOrganizational Culture, Performance, and Competitive Advantage: What Next?CROSS-BORDER (INTERNATIONAL) ALLIANCES AND CULTURAL DIFFERENCESInnovative HistoryOpportunity One: Partnerships for Satisfying Global DemandNOTESResource CombinationsLatticed HR Strategies: Vertical and Horizontal AlignmentsHigh Performance, Unclear CultureFirm LevelINDUSTRY CONTEXTCapital Structure Policy and Market TimingImplication of Leases on Corporate Financial StrategyFriendly FitCapital Structure and Firm CharacteristicsEXTRINSIC AND INTRINSIC VIRTUEUtilization of Organizational StrengthsDIVERSIFICATION THROUGH INTERNAL CORPORATE VENTURINGIntegration PlanningHorizontal AlignmentWHAT TO DO AND WHAT NOT TO DOMotives for Internal Corporate VenturesLeadershipSIGNAL INTERPRETATIONNOTESMarket Risk PremiumTHE IMPACT OF OUTSOURCING ON SHAREHOLDER VALUE-1908: The Margin-Orientation EraStrategic Management of QualityChanges to Political Barriers and Other Political AccommodationsBUSINESS STRATEGIESThe Test of CultureContinuing AdaptationAlignment of Priorities, Activities, and PerformanceA BRIDGE BETWEEN HR AND BUSINESS STRATEGIESEstimating the Costs and Benefits of DebtUNIVERSAL HR PRACTICES: HPWS (HIGH-PERFORMANCE WORK SYSTEMS)Opportunity Three: Partnerships for New Marketing ApproachesContemporary Diversification via Internal Corporate VenturingRECENT ACADEMIC FINDINGSNOTESTacit Knowledge, Resources, and CapabilitiesMarketing StrategyALLIANCE CHALLENGESMaking Sense of a Competitor’s Innovation: A Signaling Perspective on Whether to Imitate or Ignore the CompetitionMarket CompetencyWHAT MAKES STRONG ORGANIZATIONAL CULTURES?Capital Structure Policy and Behavioral InfluencesSTRATEGIC MARKET ORIENTATIONMeasuring ICV PerformanceIntegration ManagementMethod of PaymentNOTESTHE NATURE OF VIRTUOUS CORPORATE BEHAVIORStrategic HRM: Building the Bridge between HR and Business StrategiesA SPECIAL NOTE ON RELATIONSHIP DEVELOPMENT IN INTERIMISTIC ALLIANCESM&A PHASESImplementationCulture and SubcultureHR Strategy and Vertical AlignmentEvolutionary EquilibriumEMERGENCE OF CORPORATE AGGRESSIONThe Breakdown in ProfitabilityCorporate Financial StrategyDISCUSSIONStructure and ResourcesFinancial Distress Costs and Trade-Off TheoryThe Emergence of Business EthicsTHE FUTURE OF MARKETING STRATEGY IN A GLOBAL ENVIRONMENTSEPARATION OF OWNERSHIP AND CONTROLInnovationManagerial Implications of Outsourcing AlignmentWHAT IS ORGANIZATIONAL CULTURE?StructureHOW TO SUSTAIN A CULTURE OVER TIME?Other Issues—PensionsLOOKING BEYONDCommunicationCULTURE AND PERFORMANCE IN AN INTERNATIONAL CONTEXTNOTESStrong Culture but Potential TurnoverA Comparison of Onshore and Offshore OutsourcingWHAT'S MISSING?EconomicEmployeesEXPERIENTIAL LEARNINGQUALITY FUNCTION IN THE 21ST CENTURYAlliance Complexity-1974: The Margin-Volume-Differentiation Equilibrium EraSpecial Purpose EntityCompetitorsCompetitive Priorities and OutsourcingPrudent PlanningA Phased Approach to Merger and Acquisition Integration: Tapping Experiential LearningSIGNALING THEORYCompetitive Destabilization from GlobalizationGLOBAL PARTNERSHIPS OF THE FUTUREPorter's Typology of Cost Leadership, Differentiation, and FocusFUTURE DIRECTIONS FOR INTERNAL CORPORATE VENTURINGTarget EnvironmentGovernment RegulatorsManagerialOpportunity Two: Partnerships for Developing Complementary ProductsAlliance Management SkillStrategic Group Process Perspective and HR StrategyIMPLICATIONS FOR MANAGEMENT THEORY AND PRACTICEThe Agency/Transactions Cost Perspective and HR StrategyDECODING THE ETHICAL COMPLEXITIESDEVELOPMENT OF ORGANIZATIONAL CULTUREHolistic Approach to Satisfying the CustomerWHERE NEXT?Maximizing the Firm Value Impact of Outsourcing DecisionsEnvironmental Influences in Competitive EvolutionPosition and Control as Determinants of ICV PerformanceA FRAMEWORK: HR STRATEGY AND STRATEGIC MANAGEMENT THEORYTHE OCCURRENCE OF CORPORATE SCANDALSEVOLUTION OF THE BUSINESS ORGANIZATIONMAKING ALLIANCES WORK: GOVERNANCE OF ALLIANCESCapital Structure, Historical Stock, and Operating PerformanceCapital Structure Policy, Business Cycles, and Macroeconomic ConditionsCustomersManaging Organizational InnovationTEXTBOOK CAPITAL STRUCTURE THEORY Miles and Snow's Typology of Defender, Prospector, Analyzer, and ReactorComplexities in Global PartneringStrategic Alliances: Promise, Perils, and a Roadmap to SuccessTHE RESOURCE-BASED MOTIVATION FOR FIRMS TO ENGAGE IN ALLIANCESCOMPETITIVE EVOLUTION AND THE INTERACTION OF STRATEGIC MODESThe Role of Strategic Management Related to SHRMCOMPETITIVE IMPLICATIONSInnovation and Customer ValueMAKING ALLIANCES WORK: ALLIANCE CAPABILITY AS A CORE COMPETENCEThe Benefits of AlignmentMISMATCHES BETWEEN CULTURE AND PERFORMANCEParent-Venture Product SimilarityAbility to Identify/Secure Attractive Alliance OpportunitiesResponsibilities of the 21st-Century OrganizationExplosion in Information TechnologyINNOVATION AND STRATEGYDrivers of Strategic ChoicesPatterns of Competitive Evolution in a Global ContextFunctional StrategiesOrganizational CultureNOTESNOTESDynamic Capabilities Perspective and HR StrategyMOTIVATION FOR DIVERSIFICATIONPecking-Order TheoryINNOVATE OR DIEThe Cost of CapitalOVERVIEW: ALLIANCE CONCEPTS AND TERMINOLOGYThe Decline in the Value of OffshoringThe Industrial Organization Economics Perspective and HR StrategyUsing Cost-Benefit Analysis to Identify the Optimal Capital StructureMiller and Modigliani (M&M) TheoryAlliance ExperienceConsumer Confusion in Global BrandingORGANIZATIONAL LEVELFailure to SucceedHISTORY OF SHRMSTRATEGIES FOR SUCCESSFUL OUTSOURCINGDIVERSIFICATION: HISTORY AND CURRENT TRENDS
 
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