Strategic Management: The theory and practice of strategy in ...

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Strategic Management: The theory and practice of strategy in (business) organizations.

Jofre, Sergio

Publication date: 2011 Document Version Publisher's PDF, also known as Version of record Link back to DTU Orbit

Citation (APA): Jofre, S. (2011). Strategic Management: The theory and practice of strategy in (business) organizations. DTU Management. DTU Management 2011 No. 1

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Strategic Management

The Theory and Practice of Strategy in (Business) Organizations

Report 1.2011

DTU Management Engineering

Sergio Jofre January 2011

Table of contents

Foreword

CHAPTER ONE: Defining Strategy 1. Strategy as a natural and human activity (1) 2. The different meanings of strategy (2) 2.1. The common analogies: warfare and competition 3. A working definition (5) 3.1. The genesis of strategies 3.2 The lack of strategy

CHAPTER TWO: Strategy in Organizations 4. Defining and classifying organizations (9) 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 (13) 6. Organizational environments (13) 7. Modern organizational perspectives (13) 7.1. Natural ? open systems 7.2. Natural & Rational-open systems 7.3. Rational-open systems 8. Strategy in the perspective of organizational theory (18) 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 (26) 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 (32) 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 (36) 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 (49)

13. Strategic thinking: The soft side of strategic management (50) 14. Strategic management in a basic taxonomy (52) 15. Schools of Strategic Management (52)

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: the 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 (86) 18. References (86)

Strategic Management: The Theory and Practice of Strategy in (Business) Organizations S. Jofre

Foreword

The present report is the result of an ongoing study on the patterns and trends on both the theory and practice in the field of strategic management. The report focuses on three relevant issues regarding the current diversification and fragmentation in the field: (1) The lack of a universally accepted definition of what strategy is, (2) The multi-disciplinary nature of the field, and (3) 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. The contents of this report ? in addition to case study samples ? have been edited as the main reading material for the current MSc course Introduction to Strategic Management, dictated at the Department of Management Engineering. The course targets students from different engineering specializations.

Author: Sergio Jofre, PhD Researcher/Assistant Professor Section of Innovation Systems and Foresight Department of Engineering Management Technical University of Denmark

Contact information: Produktionstorvet

Building 426 Entrance A 2800 Kgs. Lyngby Denmark

Phone: +45 4525 4534 Email: sejo@man.dtu.dk

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