Strategic Management The theory and practice of strategy in organizations 1st edition by Sergio Jofre

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Author: Sergio Jofre

This work is the result of an ongoing study on the patterns and trends on both the theory and practice in the field of strategic management carried out at the Section of Innovation Systems and Foresight. The report focuses on different issues regarding the broad topic of strategy in organizations, but special attention is given to three relevant issues regarding the current diversification and fragmentation in the field of strategic management: • The lack of a universally accepted definition of what strategy is, • The multi-disciplinary nature of the field, and • The development and evolution of our knowledge on human cognition and organizations’ behaviour. These issues are addressed from the perspective of influential scholars and practitioners of different disciplines, yet they are discussed from the angle of business organizations.

Strategic Management The theory and practice of strategy in organizations 1st Table of contents:

CHAPTER ONE: Defining Strategy

1. Strategy as a natural and human activity
2. The different meanings of strategy
   2.1. The common analogies: warfare and competition
3. A working definition
   3.1. The genesis of strategies
   3.2. The lack of strategy

CHAPTER TWO: Strategy in Organizations
4. Defining and classifying organizations
4.1. The organization as a rational system
4.2. The organization as a natural system
4.3. The organization as an open system
5. Levels of organization
6. Organizational environments
7. Modern organizational perspectives
7.1. Natural – open systems
7.2. Natural & Rational-open systems
7.3. Rational-open systems
8. Strategy in the perspective of organizational theory
8.1. The evolution of corporate organizations
8.2. The strategic need to align specialization, coordination, and cooperation
8.3. Hierarchy: The basic organizational design
8.4. Alternative organizational forms
8.5. Management systems for coordination and control
9. Fundamental characteristics of industrial dynamics
9.1. The source of industrial dynamics
9.2. The five sources of competition
9.3. The source of competitive advantage
9.4. Types of competitive advantage
9.5. The resource-based view of the firm: The strategic role of resources and capabilities
10. Strategy and the performance of corporations: The Corporate and Business Strategy
10.1. Strategic levels according to performance
10.2. Communicating strategies: Vision, mission, business model, and strategic plan
10.3. The diversification of strategies

CHAPTER THREE: Strategy as a Process
11. Defining a generic process
11.1. Stage one: Environmental appraisal
11.2. Stage two: Strategy formulation
11.2.1. Formulation at corporate level
11.2.2. Formulation at business level
11.2.3. Formulation at the functional level
11.2.4. Choosing among potential strategies
11.3. Stage three: Strategy Implementation
11.3.1. Strategy Implementation and high organizational performance
11.3.2. The role of adaptation and search in a robust implementation
11.4. Summary

CHAPTER FOUR: Strategy as a Field of Theory and Practice
12. Defining strategic management
13. Strategic thinking: The soft side of strategic management
14. Strategic management in a basic taxonomy
15. Schools of Strategic Management
15.1. The Design School: Strategy as a process of conception
15.2. The Planning School: Strategy formation as a formal process
15.3. The Positioning School: Strategy formation as an analytical process
15.4. The Entrepreneurial School: Strategy formation as a visionary process
15.5. The Cognitive School: Strategy formation as a mental process
15.6. The Learning School: Strategy formation as an emergent process
15.7. The Power School: Strategy formation as a process of negotiation
15.8. The Cultural School: Strategy formation as a collective process
15.9. The Environmental School: Strategy formation as a reactive process
15.10. The Configuration School: Strategy formation as a process of transformation
17. Recommended Reading

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