CONTENTS
About the Eighth Edition
How to use this book
Guided tour
Guide to the main focus of case studies
Acknowledgements
Publisher’s acknowledgements
PART 1 Introduction
1
Strategic management
1.1
1.2
1.3
1.4
1.5
2
A review of theory and practice
2.1
2.2
Copyright © 2018. Pearson Education, Limited. All rights reserved.
Introduction
Case study 1.1
What is strategic management?
The main topics covered in strategy
Case study 1.2
Core areas of strategic management
Context, content and process
Process: linking the three core areas
Case study 1.3
Critical reflection
Summary
Questions
Further reading
Notes and references
2.3
2.4
2.5
2.6
Introduction
Case study 2.1
The importance of strategy context
Prescriptive strategic management in
theory and practice
Emergent strategic management in theory
and practice
Case study 2.2
Some prescriptive theories of strategic
management
Case study 2.3
Some emergent theories of strategic
management
The purpose of the organisation: shareholders,
stakeholders and ‘above average returns’
Case study 2.4
Critical reflection
Summary
Questions
Further reading
Notes and references
xi
xvi
xvii
xx
xxiii
xxvi
PART 2 Strategic analysis and purpose
3
Analysing the strategic environment
3.1
3.2
3.3
3.4
2
5
3.5
5
6
9
11
15
17
19
20
24
26
26
27
27
27
3.6
3.7
3.8
3.9
3.10
29
29
30
31
32
35
39
40
47
4
Introduction
Case study 3.1
Exploring the competitive environment
Strategic environment – the basics
Degree of turbulence in the environment
Analysing the general environment
Case study 3.2
Analysing the stages of market growth
Case study 3.3
Key factors for success in an industry
Case study 3.4
Analysing the competitive industry
environment – the contribution of porter
Analysing the co-operative environment
Analysing one or more immediate
competitors in depth
Analysing the customer and market
segmentation
Case study 3.5
Critical reflection
Summary
Questions
Further reading
Notes and references
Analysing resources and capabilities
4.1
4.2
4.3
4.4
48
4.5
54
55
58
59
60
60
61
4.6
4.7
64
67
67
68
70
72
73
75
79
80
83
85
89
90
96
99
101
105
108
108
109
109
110
112
Introduction
112
113
Case study 4.1
Analysing resources and capabilities
115
Why does an organisation possess any
resources at all? The make-or-buy decision
120
Resource analysis and adding value
121
Adding value: the value chain and the
value system – the contribution of porter
123
Case study 4.2
128
Resource analysis and competitive
advantage – the resource-based view (RBV)
132
Identifying which resources and capabilities deliver
sustainable competitive advantage
139
Analysing other important company
resources: especially human resources
144
Case study 4.3
149
Critical reflection
151
Summary
152
Lynch, R 2018, Strategic Management, Pearson Education, Limited, Harlow, United Kingdom. Available from: ProQuest Ebook Central. [10 February 2024].
Created from arden on 2024-02-10 09:50:26.
Contents
Questions
Further reading
Notes and references
5
Strategy dynamics
5.1
5.2
5.3
5.4
5.5
5.6
6
Prescriptive purpose delivered through
mission, objectives and ethics
6.1
6.2
6.3
6.4
6.5
6.6
Copyright © 2018. Pearson Education, Limited. All rights reserved.
6.7
7
Introduction
Case study 5.1
Dynamics of previous history
Dynamic capabilities
Upgrading capabilities: how to improve
competitive advantage
Case study 5.2
The dynamics of an organisation’s
changing and uncertain environment
Case study 5.3
Competitive warfare dynamics
Case study 5.4
Uncertainty-based strategic dynamics
Critical reflection
Summary
Questions
Further reading
Notes and references
Introduction
Case study 6.1
Shaping the purpose of the organisation
Developing a strategic vision for
the future
Case study 6.2
Stakeholder power analysis
Case study 6.3
Corporate governance and the purpose
of the organisation
Purpose shaped by ethics and corporate
social responsibility
Developing the mission
Case study 6.4
Developing the objectives
Critical reflection
Summary
Questions
Further reading
Notes and references
Purpose emerging from innovation,
new resources and technologies
7.1
7.2
7.3
7.4
Introduction
Case study 7.1
The benefits and problems of innovation
Sources of innovation: market pull and
technology push
Blue ocean innovation: the contribution
of kim and mauborgne
Case study 7.2
How to innovate: the ‘ideas’ process
Case study 7.3
7.5 Paradigm shifts in new resources and
technology
7.6 General technology standards
7.7 New resource development
Critical reflection
Summary
Questions
Further reading
Notes and references
153
153
154
157
157
158
159
160
164
167
170
175
178
183
185
187
187
188
189
189
PART 3 Developing the strategy
8
Developing business-level strategy
options
8.1
8.2
8.3
192
8.4
192
193
195
8.5
198
200
203
206
8.6
209
212
216
219
221
223
224
225
225
226
9
Developing corporate-level strategy
options
9.1
9.2
9.3
228
228
229
231
9.4
9.5
232
234
236
238
241
Introduction
Case study 8.1
Purpose and the SWOT analysis – the
contribution of andrews
Environment-based options: generic
strategies – the contribution of porter
Case study 8.2
Case study 8.3
Environment-based strategic options:
the market options matrix
Environment-based strategic options:
the expansion method matrix
Case study 8.4
Resource-based strategic options: the
resource-based view
Resource-based strategic options:
cost reduction
Critical reflection
Summary
Questions
Further reading
Notes and references
Introduction
Case study 9.1
Corporate-level strategy: the benefits
and costs of diversifying
Corporate options: degrees of
diversification
Corporate strategy and the role of
the centre – the principle of parenting
Case study 9.2
Corporate strategy: decisions about the
company’s diversified portfolio of products
Case study 9.3
The tools of corporate-level options:
from acquisitions to restructuring
Critical reflection
Summary
Questions
Further reading
Notes and references
Lynch, R 2018, Strategic Management, Pearson Education, Limited, Harlow, United Kingdom. Available from: ProQuest Ebook Central. [10 February 2024].
Created from arden on 2024-02-10 09:50:26.
vii
245
248
251
255
256
257
257
258
260
263
263
265
267
268
273
275
278
282
286
289
291
296
296
297
298
298
300
300
301
304
307
308
311
314
320
323
325
326
327
327
328
viii
Contents
10 Strategy evaluation and development:
the prescriptive process
10.1
10.2
10.3
10.4
Introduction
Case study 10.1
Prescriptive strategy content: evaluation
against six criteria
Case study 10.2
Strategy evaluation: procedures and
techniques
Applying empirical evidence and guidelines
Case study 10.3
The classic prescriptive model of strategic
management: exploring the process
Case study 10.4
Critical reflection
Summary
Questions
Appendix
Further reading
Notes and references
11 Finding the strategic route forward from
knowledge, learning and networks
11.1
11.2
11.3
11.4
Introduction
Case study 11.1
Knowledge-based strategy
Case study 11.2
Learning-based strategy
Case study 11.3
Network-based strategy
Co-operation-based strategies
Critical reflection
Summary
Questions
Further reading
Notes and references
Copyright © 2018. Pearson Education, Limited. All rights reserved.
12 Organisational structure, style
and people issues
12.1
12.2
12.3
12.4
12.5
12.6
Introduction
Case study 12.1
Strategy before structure?
Building the organisation’s structure:
basic principles
The choice of management style and
culture
Case study 12.2
Types of organisational structure
Organisational structures for
innovation
Case study 12.3
Motivation and staffing in strategy
implementation
Critical reflection
Summary
Questions
Further reading
Notes and references
330
330
331
PART 4 The implementation process
13 Implementing and controlling the
strategic plan
333
339
13.1
341
347
351
355
358
361
361
362
363
363
364
13.2
13.3
13.4
13.5
13.6
13.7
366
366
367
370
375
377
384
387
391
394
394
395
396
396
399
14 Green strategy and sustainability
14.1
14.2
14.3
14.4
14.5
14.6
14.7
399
400
403
407
411
414
415
420
423
425
427
427
429
429
429
Introduction
Case study 13.1
The nature and limitations of the
implementation process
Objectives, task setting and
communicating the strategy
Case study 13.2
Resource allocation
Information, monitoring and control
The Balanced Scorecard: the contribution
of Kaplan and Norton
Prescriptive strategic planning
Case study 13.3
What is a business model?
Critical reflection
Summary
Questions
Further reading
Notes and references
Introduction
Case study 14.1
Green strategy and sustainability:
the main topics
Green strategy: environmental analysis
Green strategy: analysing resources
and capabilities
Green strategy: stakeholders and
organisational purpose
Case study 14.2
Green strategy: knowledge, technology
and innovation
Green strategy: strategic options and choice
Implementing green strategies
Case study 14.3
Critical reflection
Summary
Questions
Further reading
Notes and references
15 Managing strategic change
15.1
15.2
15.3
15.4
Introduction
Case study 15.1
The basic concept of strategic change
Analysing the causes of strategic
change
Case study 15.2
Prescriptive approaches to managing
strategic change
Emergent approaches to managing
change
Case study 15.3
Lynch, R 2018, Strategic Management, Pearson Education, Limited, Harlow, United Kingdom. Available from: ProQuest Ebook Central. [10 February 2024].
Created from arden on 2024-02-10 09:50:26.
432
435
435
436
438
442
445
448
449
451
456
458
460
466
466
468
468
469
471
471
472
474
475
478
482
483
484
486
489
491
493
493
495
495
495
498
498
499
501
505
507
510
513
518
Contents
15.5 Developing a strategic change programme
Critical reflection
Summary
Questions
Further reading
Notes and references
520
524
524
526
526
526
18 Government, public sector and
not-for-profit strategies
18.1
18.2
PART 5 Different strategy contexts
16 Strategic leadership
16.1
16.2
16.3
16.4
16.5
Introduction
Case study 16.1
What is strategic leadership?
What makes a successful leader?
Case study 16.2
How leadership roles change
over time
How leaders cope with power
Case study 16.3
Successful strategic leadership
Critical reflection
Summary
Questions
Further reading
Notes and references
17 Entrepreneurial strategy
17.1
17.2
17.3
17.4
Copyright © 2018. Pearson Education, Limited. All rights reserved.
17.5
Introduction
Case study 17.1
Entrepreneurial strategy: theory
and practice
Entrepreneurial strategy: personal
aspects and risk taking
Case study 17.2
The four drivers of entrepreneurial
strategy: imagination, ideas, invention
and innovation
Entrepreneurial strategy: competitive
advantage and ownership
Case study 17.3
Implementing entrepreneurial
strategy
Critical reflection
Summary
Questions
Further reading
Notes and references
528
18.3
531
531
532
535
536
540
543
546
548
550
553
553
555
555
555
557
18.4
18.5
19 International expansion and
globalisation strategies
19.1
557
558
19.2
560
19.3
563
566
19.4
19.5
568
19.6
570
572
575
577
578
579
580
580
Introduction
Case study 18.1
Analysing the strategic environment in
public sector strategy
Analysing resources in the public and
not-for-profit sectors
Case study 18.2
Exploring the purpose of public and
not-for-profit organisations
Context, content and process in public
sector strategy
Case study 18.3
Implementation in public sector strategy
Critical reflection
Summary
Questions
Acknowledgements
Further reading
Notes and references
Introduction
Case study 19.1
International expansion and globalisation:
their meaning and importance
Case study 19.2
World trade and the international
expansion theories
Influence of institutions involved in
international trade
Case study 19.3
International and global expansion:
the company perspective
International and global expansion:
organisation structures
Developing international relationships
such as alliances and joint ventures
Critical reflection
Summary
Questions
Further reading
Notes and references
Glossary
Index
Lynch, R 2018, Strategic Management, Pearson Education, Limited, Harlow, United Kingdom. Available from: ProQuest Ebook Central. [10 February 2024].
Created from arden on 2024-02-10 09:50:26.
ix
582
582
584
586
592
597
599
601
604
606
608
608
610
611
611
611
614
614
615
617
621
624
629
632
636
641
645
648
648
649
650
650
653
663
x
Contents
Supporting resources
Visit www.pearsoned.co.uk/lynch to find valuable online resources
Companion Website for students
●
Additional material, including further cases studies, questions and checklists,
to expand your knowledge and aid your understanding
●
Case Study Guide offering help with reading, analysing and presenting cases
●
A searchable online glossary to explain key terms
For instructors
●
Complete, downloadable Instructor’s Manual, including teaching notes on the
book and the case studies
●
A bank of additional case studies from the previous edition of the book
●
PowerPoint slides that can be downloaded and used as OHTs
Copyright © 2018. Pearson Education, Limited. All rights reserved.
For more information please contact your local Pearson Education sales
consultant or visit www.pearsoned.co.uk/lynch
Lynch, R 2018, Strategic Management, Pearson Education, Limited, Harlow, United Kingdom. Available from: ProQuest Ebook Central. [10 February 2024].
Created from arden on 2024-02-10 09:50:26.