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





Motives for Internal Corporate VenturesTHE LAST PIECE OF THE PUZZLE: HR PRACTICESImplication of Leases on Corporate Financial StrategyOrganizational Control/Oversight IssuesQUALITY FUNCTION IN THE 21ST CENTURYThe Benefits of AlignmentMISMATCHES BETWEEN CULTURE AND PERFORMANCEBUSINESS STRATEGIESPosition and Control as Determinants of ICV PerformanceEXISTING FRAMEWORKSTHE FUTURE OF MARKETING STRATEGY IN A GLOBAL ENVIRONMENTHolistic Approach to Satisfying the CustomerEXTRINSIC AND INTRINSIC VIRTUEWHAT IS ORGANIZATIONAL CULTURE?InnovationAlliance Management SkillThe Decline in the Value of OffshoringThe Breakdown in ProfitabilitySEPARATION OF OWNERSHIP AND CONTROLUNIVERSAL HR PRACTICES: HPWS (HIGH-PERFORMANCE WORK SYSTEMS)NOTESTarget EnvironmentOpportunity Two: Partnerships for Developing Complementary ProductsDISCUSSION-1974: The Margin-Volume-Differentiation Equilibrium EraWHAT'S MISSING?Pecking-Order TheoryManaging Organizational InnovationFriendly FitNOTESOther Issues—PensionsSTRATEGIES FOR SUCCESSFUL OUTSOURCINGLOOKING BEYONDMeasuring ICV PerformanceNOTESFailure to SucceedHigh Performance, Unclear CultureThe Emergence of Business EthicsEconomicCapital Structure Policy, Business Cycles, and Macroeconomic ConditionsInnovation and Customer ValueBetaTHE OCCURRENCE OF CORPORATE SCANDALSA SPECIAL NOTE ON RELATIONSHIP DEVELOPMENT IN INTERIMISTIC ALLIANCESDEVELOPMENT OF ORGANIZATIONAL CULTUREFinancial Distress Costs and Trade-Off TheoryMOTIVATION FOR DIVERSIFICATION-1908: The Margin-Orientation EraOrganizational Culture, Performance, and Competitive Advantage: What Next?CULTURE AND PERFORMANCE IN AN INTERNATIONAL CONTEXTDrivers of Strategic ChoicesEmployeesFinancial Flexibility and the Use of Other Financing ToolsMAKING ALLIANCES WORK: GOVERNANCE OF ALLIANCESManagerial Implications of Outsourcing AlignmentAbility to Identify/Secure Attractive Alliance OpportunitiesResource CombinationsStructure and ResourcesA FRAMEWORK: HR STRATEGY AND STRATEGIC MANAGEMENT THEORYCompetitorsGovernment RegulatorsWHERE NEXT?SIGNALING THEORYSpecial Purpose EntityAlignment of Priorities, Activities, and PerformanceStrategic Management of QualityOpportunity One: Partnerships for Satisfying Global DemandWHAT TO DO AND WHAT NOT TO DOMarket CompetencyChanges to Political Barriers and Other Political AccommodationsPRODUCT-LEVEL INNOVATIVENESSFirm LevelAlliance ExperienceThe Post-Equilibrium EraA Comparison of Onshore and Offshore OutsourcingINNOVATION AND STRATEGYIntegration PlanningTHE IMPACT OF OUTSOURCING ON SHAREHOLDER VALUENOTESFunctional StrategiesMarketing StrategyM&A PHASESMethod of PaymentDynamic Capabilities Perspective and HR StrategyHR Strategy and Vertical AlignmentEVOLUTION OF THE BUSINESS ORGANIZATIONTHE INNOVATIVE ENVIRONMENTUsing Cost-Benefit Analysis to Identify the Optimal Capital StructureMAKING ALLIANCES WORK: ALLIANCE CAPABILITY AS A CORE COMPETENCE-1925: The Volume-Orientation EraOrganizational CultureDIVERSIFICATION: HISTORY AND CURRENT TRENDSMaking Sense of a Competitor’s Innovation: A Signaling Perspective on Whether to Imitate or Ignore the CompetitionPatterns of Competitive Evolution in a Global ContextOrganizational Knowledge, Capabilities, and ResourcesEstimating the Costs and Benefits of DebtLeadershipParent-Venture Product SimilarityIntegration ManagementContemporary Diversification via Internal Corporate VenturingWHAT MAKES STRONG ORGANIZATIONAL CULTURES?Strategic Alliances: Promise, Perils, and a Roadmap to SuccessMiller and Modigliani (M&M) TheoryRECENT ACADEMIC FINDINGSNOTESStrong Culture but Potential TurnoverCOMPETITIVE IMPLICATIONSResponsibilities of the 21st-Century OrganizationUtilization of Organizational StrengthsTHE NATURE OF VIRTUOUS CORPORATE BEHAVIORImplementationLinkage of the Quality Function with the Overall Strategic FunctionEvolutionary EquilibriumHOW TO SUSTAIN A CULTURE OVER TIME?The Agency/Transactions Cost Perspective and HR StrategyLatticed HR Strategies: Vertical and Horizontal AlignmentsIMPLICATIONS FOR MANAGEMENT THEORY AND PRACTICECorporate Financial StrategyContinuing AdaptationNOTESHISTORY OF SHRMCommunicationStructureDECODING THE ETHICAL COMPLEXITIESCOMPETITIVE EVOLUTION AND THE INTERACTION OF STRATEGIC MODESMarket Risk PremiumSIGNAL INTERPRETATIONA BRIDGE BETWEEN HR AND BUSINESS STRATEGIESCapital Structure, Historical Stock, and Operating PerformancePrudent PlanningTarget SelectionINDUSTRY CONTEXTTacit Knowledge, Resources, and CapabilitiesALLIANCE CHALLENGESAN ILLUSTRATION OF COMPETITIVE EVOLUTION: THE U.S. AUTOMOBILE INDUSTRYCapital Structure Policy and Market TimingEnvironmental Influences in Competitive EvolutionThe Test of CultureManagerialSTRATEGIC MARKET ORIENTATIONHorizontal AlignmentGLOBAL PARTNERSHIPS OF THE FUTUREDIVERSIFICATION THROUGH INTERNAL CORPORATE VENTURINGThe Industrial Organization Economics Perspective and HR StrategyCompetitive Destabilization from GlobalizationNOTESOpportunity Three: Partnerships for New Marketing ApproachesMiles and Snow's Typology of Defender, Prospector, Analyzer, and ReactorAlliance ComplexityComplexities in Global PartneringStrategic Group Process Perspective and HR StrategyEXPERIENTIAL LEARNINGFUTURE DIRECTIONS FOR INTERNAL CORPORATE VENTURINGInnovative HistoryCompetitive Priorities and OutsourcingTEXTBOOK CAPITAL STRUCTURE THEORY OVERVIEW: ALLIANCE CONCEPTS AND TERMINOLOGYCapital Structure Policy and Behavioral InfluencesStrategic HRM: Building the Bridge between HR and Business StrategiesExplosion in Information TechnologyCulture and SubcultureINTERACTION OF PRODUCT- AND ORGANIZATIONAL-LEVEL SIGNALSThe Role of Strategic Management Related to SHRMThe Cost of CapitalCapital Structure and Firm CharacteristicsPorter's Typology of Cost Leadership, Differentiation, and FocusMaximizing the Firm Value Impact of Outsourcing DecisionsORGANIZATIONAL LEVELCustomersINNOVATE OR DIECROSS-BORDER (INTERNATIONAL) ALLIANCES AND CULTURAL DIFFERENCESEMERGENCE OF CORPORATE AGGRESSIONTHE RESOURCE-BASED MOTIVATION FOR FIRMS TO ENGAGE IN ALLIANCESConsumer Confusion in Global BrandingA Phased Approach to Merger and Acquisition Integration: Tapping Experiential Learning
 
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