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Home arrow Management arrow Strategic Management in the 21st Century. The Operational Environment

A short course of lectures
«Strategic Management in the 21st Century. The Operational Environment»





ANALYSIS OF THE INTERNAL ENVIRONMENT-STRENGTHS AND WEAKNESSESObstructing Organizational SerendipityLooking for A but Finding BWHAT IS SUPPLY CHAIN MANAGEMENT?The Soft Stuff Is the Hard Stuff: How Relationships and Communications Can Drive the Execution of Business StrategyCharacteristics of Entrepreneurs—Bygrave's WorkSTRATEGY ISSUES IN SCMTYPES OF KNOWLEDGE: A USEFUL TAXONOMYTOOLS OF THE TRADETHE RESOURCE-BASED VIEW (RBV) OF THE FIRMWHY DO RELATIONSHIP AND COMMUNICATION PROBLEMS HAPPEN?CommunicationNOTESEthical CulturePreparedness and AlertnessAuthoritarian CapitalismEnhancing Organizational SerendipityNOTESLESSONS LEARNEDFOLLOW THE LEADER? NEW RISKS IN FOLLOWING OLD RULESCONCLUDING THOUGHTSINDIRECT LOBBYING, GRASSROOTS, AND MEDIAENVIRONMENTAL TURBULENCETHE TRADITION OF COMMUNITY ORGANIZING IN PALESTINEThe Analysis of Competitive (Industry) ForcesExecutive Turnover Breeds CynicismLOBBYING FOR YOUR OWN INTERESTSWhere Does It Want to Be in 5 to 10 Years?BIRZEIT PHARMACEUTICAL COMPANY (BPC)DEVELOPING STRATEGIES FOR FOREIGN MARKETSAPPENDIX: SEVERAL THINGS TO REMEMBER WHEN LOBBYINGNOTESNOTESANALYSIS OF THE EXTERNAL ENVIRONMENT— OPPORTUNITIES AND THREATSCONTEXT FOR SERENDIPITYNORTHROP GRUMMAN CORPORATIONThe Mind of an Entrepreneur—Timmons's WorkOrganization Design Impedes Lateral Relationship BuildingActions for Mid-Level Managers, "Lieutenants," or IndividualsStakeholder EngagementEmployee Engagement and Strategic Management: A Case Study from PalestineSocial Entrepreneurs—Past and PresentActions for Entrepreneurs in Start-upsENTREPRENEURSHIP VERSUS INTRAPRENEURSHIPNOTESSocial FactorsDIRECT LOBBYING VERSUS INDIRECT LOBBYINGReflecting on Porter's WorkRelationshipsHOW DOES SERENDIPITY HAPPEN?STRATEGY—A MARTIAL ARTA BRIEF HISTORY OF STRATEGIC MANAGEMENTINTERFUNCTIONAL COORDINATION IS ESSENTIALSOCIAL FORCES INFLUENCING BUSINESSWHAT DO WE KNOW ABOUT SERENDIPITY?NOTESWHAT MIGHT CAUSE A BUSINESS STRATEGY TO FAIL?IMPLEMENTATION OF HR ACTIVITIES AND PRACTICESBPC's MissionDEVELOPING A TENTATIVE FRAMEWORK FOR SERENDIPITYThe Analysis of Resources and CapabilitiesSUSTAINABILITY STRATEGY IMPLEMENTATIONSTRATEGIC ENTREPRENEURSHIP— CONCEPTUAL FRAMEWORKSWHO PERFORMS THE SOCIETAL STRATEGY? Stevenson's Six DimensionsThe Analysis of Stakeholder ForcesWHY SOCIETAL STRATEGY?THE PROCESS OF ENTREPRENEURSHIPTHE TRIPLE BOTTOM LINEStrategy and Entrepreneurship—A Discussion of Strategic EntrepreneursSTAGES OF SUPPLY CHAIN MANAGEMENTStagesNOTESObstaclesThe Basics of StrategyTHE SOFT STUFF IS INDEED THE HARD STUFFFREE MARKET MACROECONOMICS—ALL YOU REALLY NEED TO KNOW IN 30 SECONDSCHARACTERISTICS OF SUCCESSFUL ENTREPRENEURSINFLUENCING THE ENTREPRENEURIAL ENGAGEMENT—A MOTIVATIONAL ASPECTSERENDIPITY—WHY WORRY ABOUT IT?The Bottom LineMANAGERIAL CAPABILITY FOR SOCIAL AND POLITICAL RESPONSETHE ENTREPRENEUR AND THE NOTION OF VISIONNOTESALL IS NOT AS IT SEEMSSTRATEGIC BEHAVIOR AND STRATEGIC CHOICESBENEFITS OF IMPLEMENTING THE SOFT STUFFENVIRONMENTAL FACTORSSOCIETAL PERFORMANCEFunctional IntegrationThe Human Resource Equation: Cost versus ValueAn RBV of Human Resources and Competitive AdvantageSTRATEGY—FROM MARTIAL ART TO MARKETS—THE WHOThe Underlying AssumptionsPolicy and PracticeEIGHT THINGS FIRMS DO THAT DISTINGUISH THEM IN SCMOUR BUSINESS NEEDS PROFESSIONALS—WHERE ARE THE LOBBYISTS?SOME HISTORY OF ECONOMIC THEORIES UNDERLYING ENTREPRENEURSHIPELEMENTS OF SOCIETAL STRATEGYProprietary CapitalismTYPES OF ENTREPRENEURS: A CATEGORIZATIONTHE SWOT ANALYSIS—A PLATFORM FOR STRATEGIC PLANNINGReflecting on the RBV of the FirmABILITIES NEEDED TO BE ABLE TO RECOGNIZE AND TAKE ADVANTAGE OF SERENDIPITYHow Does It Plan to Get There?The Myth of Free Market U.S. CapitalismThe Role of Supply Chain Management in Corporate StrategySTRATEGIC PLANNING VERSUS STRATEGIC MANAGEMENTBIBLIOGRAPHYENVIRONMENT AND SOCIETAL STRATEGYThe New Reality for Business Institutions: Societal StrategySELECTED BUSINESS LOBBYING BIBLIOGRAPHYThe Influence of Social Forces on Firm StrategyGeneral CharacteristicsSO WHAT CAN YOU DO?The Analysis of ScenariosSO WHAT HAPPENS AS A RESULT?Serendipity as a Strategic Advantage?PORTER'S WORKFORMS OF CAPITALISM—CURRENT AND PASTExamples of Intrapreneurial ActivitiesKEY FUNCTIONAL ROLES IN SCMTHE LAST SITE OF LOBBYING—THE COURTSA PLAN, THAT'S WHAT WE NEED, A PLAN!Tentative FrameworkLEGITIMACY STRATEGIESWHEN CAPITALISM'S FORMS COLLIDEWHAT NEXT?Openness and CuriositySTRATEGIC ENTREPRENEURSHIPManagerial CapitalismBusiness-Government Dynamics in the Global EconomyThe Power of Organizational Culture: Leaders Create Culture and Culture Trumps StrategyDefinitionEmployeesENTREPRENEURSHIP EXTENDS ITS INFLUENCE— THE RISE OF THE SOCIAL ENTREPRENEURINTEGRATING ENTREPRENEURSHIP WITH STRATEGYPolitical FactorsThe BPC Employee-Engagement StrategyCooperative CapitalismApproaches to Strategic ManagementWHERE CAN OUR COMPANY FIND SOMEONE TO LOBBY FOR US?STRATEGIC THINKING VERSUS STRATEGIC PLANNINGThe Strategic EnvironmentBeyond PorterEconomic FactorsHuman Resources Management (HRM) and Pfeiffer's WorkTHE FAILURE OF TRADITIONAL STRATEGIC MANAGEMENTDESCRIPTION OF THE MODELWhere Is the Firm Now?THE ROLE OF ORGANIZATIONAL CULTUREA CHANGE OF PARADIGMMarshaling Firm Resources in Order to Be a Successful CompetitorAll-Stars and "A Players": Competition Undermines CooperationNOTESThe Origins of Strategy and Strategic ThoughtActions for Executives in Large OrganizationsSTAKEHOLDER POWERThe Qualification and Quantification of Resources and CapabilitiesThe Analysis of Societal ForcesINTERFIRM COLLABORATION ON NONCORE COMPETENCY FUNCTIONS (OUTSOURCING)Isolated Executives Communicate Poorly about the Direction of the BusinessTHE INPUT/OUTPUT MODEL OF THE FIRM, EXPANDEDNOTESTop Management CommitmentNOTESMANAGERIAL IMPLICATIONSExecutives Become Insulated and IsolatedLessons from Microsoft and HistoryDefinitionsCharacteristics and "Types"Navigating the Political EnvironmentTHE GAME IS CHANGING—NOWThe Economy, the Government, and Managerial Decision MakingSWOT Analysis and the Three Strategic QuestionsCOMPETITION LEADS TO STRATEGYActions for Students and for Professors
 
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