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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»





The Analysis of Stakeholder ForcesPreparedness and AlertnessAll-Stars and "A Players": Competition Undermines CooperationNOTESNOTESTHE SOFT STUFF IS INDEED THE HARD STUFFThe Strategic EnvironmentCharacteristics of Entrepreneurs—Bygrave's WorkOpenness and CuriositySOCIETAL PERFORMANCEOUR BUSINESS NEEDS PROFESSIONALS—WHERE ARE THE LOBBYISTS?Human Resources Management (HRM) and Pfeiffer's WorkThe Origins of Strategy and Strategic ThoughtINFLUENCING THE ENTREPRENEURIAL ENGAGEMENT—A MOTIVATIONAL ASPECTBIBLIOGRAPHYThe Analysis of Competitive (Industry) ForcesExamples of Intrapreneurial ActivitiesCOMPETITION LEADS TO STRATEGYCONCLUDING THOUGHTSThe Human Resource Equation: Cost versus ValueNOTESBENEFITS OF IMPLEMENTING THE SOFT STUFFThe New Reality for Business Institutions: Societal StrategyAPPENDIX: SEVERAL THINGS TO REMEMBER WHEN LOBBYINGDEVELOPING A TENTATIVE FRAMEWORK FOR SERENDIPITYFREE MARKET MACROECONOMICS—ALL YOU REALLY NEED TO KNOW IN 30 SECONDSFORMS OF CAPITALISM—CURRENT AND PASTCONTEXT FOR SERENDIPITYDefinitionsTHE TRIPLE BOTTOM LINESTRATEGIC ENTREPRENEURSHIPProprietary CapitalismELEMENTS OF SOCIETAL STRATEGYActions for Executives in Large OrganizationsINTERFUNCTIONAL COORDINATION IS ESSENTIALWhere Does It Want to Be in 5 to 10 Years?Cooperative CapitalismWHY SOCIETAL STRATEGY?NORTHROP GRUMMAN CORPORATIONRelationshipsEconomic FactorsTOOLS OF THE TRADEThe Bottom LineTHE TRADITION OF COMMUNITY ORGANIZING IN PALESTINEENTREPRENEURSHIP VERSUS INTRAPRENEURSHIPNOTESOrganization Design Impedes Lateral Relationship BuildingTHE ENTREPRENEUR AND THE NOTION OF VISIONIsolated Executives Communicate Poorly about the Direction of the BusinessSTRATEGIC THINKING VERSUS STRATEGIC PLANNINGFunctional IntegrationMANAGERIAL IMPLICATIONSStrategy and Entrepreneurship—A Discussion of Strategic EntrepreneursAn RBV of Human Resources and Competitive AdvantageA PLAN, THAT'S WHAT WE NEED, A PLAN!PORTER'S WORKThe Soft Stuff Is the Hard Stuff: How Relationships and Communications Can Drive the Execution of Business StrategyReflecting on Porter's WorkDIRECT LOBBYING VERSUS INDIRECT LOBBYINGCharacteristics and "Types"ENTREPRENEURSHIP EXTENDS ITS INFLUENCE— THE RISE OF THE SOCIAL ENTREPRENEURMANAGERIAL CAPABILITY FOR SOCIAL AND POLITICAL RESPONSEManagerial CapitalismA BRIEF HISTORY OF STRATEGIC MANAGEMENTSTRATEGIC BEHAVIOR AND STRATEGIC CHOICESSTRATEGY—FROM MARTIAL ART TO MARKETS—THE WHOSTRATEGY—A MARTIAL ARTWHO PERFORMS THE SOCIETAL STRATEGY? KEY FUNCTIONAL ROLES IN SCMThe Qualification and Quantification of Resources and CapabilitiesSTRATEGIC ENTREPRENEURSHIP— CONCEPTUAL FRAMEWORKSThe Economy, the Government, and Managerial Decision MakingHOW DOES SERENDIPITY HAPPEN?ENVIRONMENT AND SOCIETAL STRATEGYFOLLOW THE LEADER? NEW RISKS IN FOLLOWING OLD RULESTHE GAME IS CHANGING—NOWThe Myth of Free Market U.S. CapitalismExecutives Become Insulated and IsolatedSTAKEHOLDER POWERWHAT NEXT?WHAT DO WE KNOW ABOUT SERENDIPITY?CommunicationTHE LAST SITE OF LOBBYING—THE COURTSSERENDIPITY—WHY WORRY ABOUT IT?DESCRIPTION OF THE MODELNOTESSOME HISTORY OF ECONOMIC THEORIES UNDERLYING ENTREPRENEURSHIPSTRATEGIC PLANNING VERSUS STRATEGIC MANAGEMENTBPC's MissionThe Underlying AssumptionsSOCIAL FORCES INFLUENCING BUSINESSThe Analysis of Societal ForcesSO WHAT HAPPENS AS A RESULT?The Mind of an Entrepreneur—Timmons's WorkTHE FAILURE OF TRADITIONAL STRATEGIC MANAGEMENTThe Power of Organizational Culture: Leaders Create Culture and Culture Trumps StrategyABILITIES NEEDED TO BE ABLE TO RECOGNIZE AND TAKE ADVANTAGE OF SERENDIPITYPolitical FactorsNOTESBIRZEIT PHARMACEUTICAL COMPANY (BPC)Executive Turnover Breeds CynicismTHE ROLE OF ORGANIZATIONAL CULTURELooking for A but Finding BThe BPC Employee-Engagement StrategyEthical CultureSocial FactorsNOTESThe Analysis of Resources and CapabilitiesTHE SWOT ANALYSIS—A PLATFORM FOR STRATEGIC PLANNINGWHY DO RELATIONSHIP AND COMMUNICATION PROBLEMS HAPPEN?Top Management CommitmentDefinitionSTAGES OF SUPPLY CHAIN MANAGEMENTThe Basics of StrategyWHEN CAPITALISM'S FORMS COLLIDEINTEGRATING ENTREPRENEURSHIP WITH STRATEGYNOTESLESSONS LEARNEDLessons from Microsoft and HistoryCHARACTERISTICS OF SUCCESSFUL ENTREPRENEURSSO WHAT CAN YOU DO?EmployeesIMPLEMENTATION OF HR ACTIVITIES AND PRACTICESEIGHT THINGS FIRMS DO THAT DISTINGUISH THEM IN SCMObstaclesBusiness-Government Dynamics in the Global EconomyActions for Mid-Level Managers, "Lieutenants," or IndividualsNavigating the Political EnvironmentENVIRONMENTAL FACTORSStagesDEVELOPING STRATEGIES FOR FOREIGN MARKETSSocial Entrepreneurs—Past and PresentAuthoritarian CapitalismStakeholder EngagementTYPES OF ENTREPRENEURS: A CATEGORIZATIONA CHANGE OF PARADIGMBeyond PorterALL IS NOT AS IT SEEMSTHE PROCESS OF ENTREPRENEURSHIPThe Influence of Social Forces on Firm StrategyWHAT IS SUPPLY CHAIN MANAGEMENT?Serendipity as a Strategic Advantage?The Analysis of ScenariosANALYSIS OF THE INTERNAL ENVIRONMENT-STRENGTHS AND WEAKNESSESMarshaling Firm Resources in Order to Be a Successful CompetitorLEGITIMACY STRATEGIESWHERE CAN OUR COMPANY FIND SOMEONE TO LOBBY FOR US?NOTESReflecting on the RBV of the FirmSELECTED BUSINESS LOBBYING BIBLIOGRAPHYStevenson's Six DimensionsActions for Entrepreneurs in Start-upsWhere Is the Firm Now?General CharacteristicsHow Does It Plan to Get There?INDIRECT LOBBYING, GRASSROOTS, AND MEDIASTRATEGY ISSUES IN SCMActions for Students and for ProfessorsNOTESPolicy and PracticeANALYSIS OF THE EXTERNAL ENVIRONMENT— OPPORTUNITIES AND THREATSTHE RESOURCE-BASED VIEW (RBV) OF THE FIRMLOBBYING FOR YOUR OWN INTERESTSTYPES OF KNOWLEDGE: A USEFUL TAXONOMYSUSTAINABILITY STRATEGY IMPLEMENTATIONWHAT MIGHT CAUSE A BUSINESS STRATEGY TO FAIL?Tentative FrameworkEmployee Engagement and Strategic Management: A Case Study from PalestineTHE INPUT/OUTPUT MODEL OF THE FIRM, EXPANDEDSWOT Analysis and the Three Strategic QuestionsNOTESObstructing Organizational SerendipityEnhancing Organizational SerendipityApproaches to Strategic ManagementENVIRONMENTAL TURBULENCEThe Role of Supply Chain Management in Corporate StrategyINTERFIRM COLLABORATION ON NONCORE COMPETENCY FUNCTIONS (OUTSOURCING)
 
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