The Fundamental Elements of Strategy Concepts, Theories and Cases 1st edtion by Xiu Bao Yu ISBN 9813347120 978-9813347120

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ISBN 10: 9813347120
ISBN 13:  978-9813347120
Author:Xiu bao Yu

This open access book clarifies confusions of strategy that have existed for nearly 40 years through the core thoughts of three fundamental elements. Unlike the traditional definition of strategy as “a plan to achieve a long-term goal from overall considerations”in a linear view, this book defines strategy from non-linear viewpoint as it is in the real world. The art of a strategy lies not only in the determination of development goals, but also in the identification of development problems and putting forward overall guiding ideology of solving problems. Rich illustrations as well as numerous business and military cases are presented in helping readers to understand the fundamental elements of strategy.The general scope of the book includes introductions to the three fundamental elements of strategy, three-sub decisions of a complete strategic decision, incomplete strategies, relationship between tactic and strategy, three elements of competitive and corporativestrategies. There may be biases in company-level, real strategic decision-making which makes a complete strategy not necessarily a perfect one. The book introduces biases and reasons for the biases, helping industrial strategic decision-makers understand the importance of knowing the nature of the company, the industry and its environment. In addition, this book also presents principles and evaluation approaches of strategic decisions, explores the reasons for the excessive definitions of the strategy concept, and discusses directions of future’s research tasks.The book will benefit business managers who are interested in knowing what a complete strategic decision is and how to avoid errors or biases in strategic decision-making. It also benefits students in business schools (especially in MBA/EMBA programs) who are (or will be) on executive positions. Academic researchers may find it is interesting to understand strategy from the view of the three elements. The new view provides a novel insight into strategy and promotes several research directions in the future. The three elements of strategy are also applicable to military strategies and readers who are interested in military and may find its value as well.

The  Fundamental  Elements of Strategy, Concepts, Theories and Cases 1st Table of contents:

• Introduction: Understanding Strategy in the Modern Business Landscape

  • Definition of strategy and its importance in business success
  • The role of strategy in navigating competitive and global markets
  • The evolution of strategic thought and practice over time
  • Overview of key themes and structure of the book

• Chapter 1: The Concept of Strategy

  • Defining strategy: from military origins to business applications
  • Strategic planning vs. strategic thinking
  • The levels of strategy: corporate, business, and functional
  • The importance of aligning strategy with organizational goals

• Chapter 2: Theories of Strategic Management

  • Classical theories: Porter’s Five Forces, SWOT analysis, and the BCG Matrix
  • The Resource-Based View (RBV) and Dynamic Capabilities
  • The Evolutionary Perspective: Strategic Intent and Competitive Advantage
  • Contemporary theories: Blue Ocean Strategy, Open Innovation, and the Disruption Theory

• Chapter 3: Strategic Analysis and Formulation

  • The strategic analysis process: understanding the external and internal environments
  • Tools and frameworks for analysis: PESTEL, SWOT, VRIO, and Porter’s Five Forces
  • Identifying key drivers of change and market opportunities
  • Formulating a competitive strategy based on analysis

• Chapter 4: Competitive Advantage and Positioning

  • Defining competitive advantage and its sources
  • Porter’s Generic Strategies: Cost Leadership, Differentiation, and Focus
  • Value proposition and market positioning
  • Case studies of successful competitive strategies

• Chapter 5: Innovation and Strategic Change

  • The role of innovation in strategy
  • Strategies for fostering innovation: incremental vs. disruptive innovation
  • Organizational change and adapting to a rapidly changing environment
  • Case studies on companies that successfully used innovation to create competitive advantage

• Chapter 6: Corporate Strategy and Diversification

  • The concept of corporate strategy and its relationship to business strategy
  • Diversification strategies: horizontal, vertical, and geographic expansion
  • Theories of corporate diversification: related vs. unrelated diversification
  • Mergers, acquisitions, and strategic alliances

• Chapter 7: Strategy Implementation

  • The challenges of strategy execution and alignment with organizational structure
  • Organizational design and leadership in strategy implementation
  • Resource allocation, budgeting, and performance measurement
  • The role of culture and change management in successful implementation

• Chapter 8: Global Strategy and International Business

  • The dynamics of global markets and international competition
  • Strategies for entering and competing in foreign markets
  • Internationalization models: the Uppsala model, global value chains, and transnational strategies
  • Case studies of global companies and their international strategies

• Chapter 9: Strategic Leadership and Decision Making

  • The role of leadership in strategy development and execution
  • Strategic decision-making processes and cognitive biases
  • Ethical considerations in strategy
  • Case studies of strategic decisions made by successful leaders

• Chapter 10: Strategic Risk Management

  • Identifying and assessing strategic risks in the business environment
  • Developing strategies to manage and mitigate risks
  • The role of strategic foresight and scenario planning
  • Case studies on risk management in strategic decision making

• Chapter 11: Evaluating Strategic Performance

  • Key performance indicators (KPIs) for assessing strategy
  • Balanced scorecards, benchmarking, and strategic audits
  • Continuous improvement and adapting strategy based on performance
  • Using feedback loops for refining strategic direction

• Chapter 12: Contemporary Issues in Strategic Management

  • Strategy in the digital age: The impact of digital transformation
  • Sustainability, corporate social responsibility (CSR), and ethical strategy
  • Strategy in the context of social innovation and shared value
  • The future of strategic management: trends, challenges, and opportunities

• Chapter 13: Strategic Case Studies

  • Case studies of companies implementing successful strategies
  • Analysis of strategic mistakes and lessons learned
  • Industry-specific strategic approaches (e.g., tech, manufacturing, service industries)
  • Cross-functional and interdisciplinary applications of strategic concepts

• Conclusion: The Future of Strategic Thinking

  • Emerging trends in strategic management: AI, data analytics, and agility
  • The importance of strategic flexibility and adaptive leadership
  • Concluding thoughts on the dynamic and evolving nature of strategy

• References

• Index

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