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Home arrow Management arrow Strategic Management in the 21st Century. Corporate Strategy

A short course of lectures
«Strategic Management in the 21st Century. Corporate Strategy»

Tacit Knowledge, Resources, and CapabilitiesCROSS-BORDER (INTERNATIONAL) ALLIANCES AND CULTURAL DIFFERENCESOrganizational Culture, Performance, and Competitive Advantage: What Next?Managing Organizational InnovationThe Post-Equilibrium EraContemporary Diversification via Internal Corporate VenturingCOMPETITIVE EVOLUTION AND THE INTERACTION OF STRATEGIC MODESMethod of PaymentIntegration ManagementMaking Sense of a Competitor’s Innovation: A Signaling Perspective on Whether to Imitate or Ignore the CompetitionMISMATCHES BETWEEN CULTURE AND PERFORMANCE-1908: The Margin-Orientation EraIMPLICATIONS FOR MANAGEMENT THEORY AND PRACTICEStrategic Management of QualityNOTESTHE NATURE OF VIRTUOUS CORPORATE BEHAVIORResponsibilities of the 21st-Century OrganizationPorter's Typology of Cost Leadership, Differentiation, and FocusEVOLUTION OF THE BUSINESS ORGANIZATIONOrganizational Control/Oversight IssuesMAKING ALLIANCES WORK: GOVERNANCE OF ALLIANCESBetaDIVERSIFICATION THROUGH INTERNAL CORPORATE VENTURINGPecking-Order TheoryCapital Structure and Firm CharacteristicsWHAT TO DO AND WHAT NOT TO DOA Comparison of Onshore and Offshore OutsourcingLeadershipTHE FUTURE OF MARKETING STRATEGY IN A GLOBAL ENVIRONMENTMOTIVATION FOR DIVERSIFICATIONSIGNAL INTERPRETATIONThe Industrial Organization Economics Perspective and HR StrategyHISTORY OF SHRMMiller and Modigliani (M&M) TheoryTarget SelectionCorporate Financial StrategyNOTESEXPERIENTIAL LEARNINGSTRATEGIES FOR SUCCESSFUL OUTSOURCINGEXTRINSIC AND INTRINSIC VIRTUEUsing Cost-Benefit Analysis to Identify the Optimal Capital StructureEXISTING FRAMEWORKSThe Test of CultureTarget EnvironmentAlignment of Priorities, Activities, and PerformanceRECENT ACADEMIC FINDINGSWHAT MAKES STRONG ORGANIZATIONAL CULTURES?QUALITY FUNCTION IN THE 21ST CENTURYMeasuring ICV Performance-1974: The Margin-Volume-Differentiation Equilibrium EraCapital Structure Policy, Business Cycles, and Macroeconomic ConditionsPrudent PlanningAlliance ComplexityResource CombinationsCapital Structure Policy and Market TimingImplementationManagerial Implications of Outsourcing AlignmentStrategic HRM: Building the Bridge between HR and Business StrategiesEstimating the Costs and Benefits of DebtCapital Structure Policy and Behavioral InfluencesEvolutionary EquilibriumCommunicationORGANIZATIONAL LEVELNOTESOrganizational CultureTHE LAST PIECE OF THE PUZZLE: HR PRACTICESConsumer Confusion in Global BrandingCompetitorsOpportunity Three: Partnerships for New Marketing ApproachesINTERACTION OF PRODUCT- AND ORGANIZATIONAL-LEVEL SIGNALSParent-Venture Product SimilarityNOTESDEVELOPMENT OF ORGANIZATIONAL CULTUREPosition and Control as Determinants of ICV PerformanceEconomicMotives for Internal Corporate VenturesThe Cost of CapitalWHAT IS ORGANIZATIONAL CULTURE?OVERVIEW: ALLIANCE CONCEPTS AND TERMINOLOGYOrganizational Knowledge, Capabilities, and ResourcesUtilization of Organizational StrengthsLinkage of the Quality Function with the Overall Strategic FunctionFirm LevelThe Breakdown in ProfitabilityDECODING THE ETHICAL COMPLEXITIESThe Benefits of AlignmentThe Agency/Transactions Cost Perspective and HR StrategyTHE IMPACT OF OUTSOURCING ON SHAREHOLDER VALUEInnovative HistoryMiles and Snow's Typology of Defender, Prospector, Analyzer, and ReactorNOTESINNOVATION AND STRATEGYStrategic Alliances: Promise, Perils, and a Roadmap to SuccessNOTESMarket CompetencyManagerialOther Issues—PensionsPatterns of Competitive Evolution in a Global ContextFinancial Flexibility and the Use of Other Financing ToolsEmployeesSEPARATION OF OWNERSHIP AND CONTROLPRODUCT-LEVEL INNOVATIVENESSExplosion in Information TechnologyNOTESFriendly FitOpportunity Two: Partnerships for Developing Complementary ProductsFUTURE DIRECTIONS FOR INTERNAL CORPORATE VENTURINGInnovation and Customer ValueMarket Risk PremiumDISCUSSIONAlliance ExperienceFailure to SucceedContinuing AdaptationCompetitive Destabilization from GlobalizationHolistic Approach to Satisfying the CustomerFunctional StrategiesLOOKING BEYONDCompetitive Priorities and OutsourcingCulture and SubcultureBUSINESS STRATEGIESGovernment RegulatorsMAKING ALLIANCES WORK: ALLIANCE CAPABILITY AS A CORE COMPETENCEA SPECIAL NOTE ON RELATIONSHIP DEVELOPMENT IN INTERIMISTIC ALLIANCESOpportunity One: Partnerships for Satisfying Global DemandStructureWHERE NEXT?The Role of Strategic Management Related to SHRMGLOBAL PARTNERSHIPS OF THE FUTUREA Phased Approach to Merger and Acquisition Integration: Tapping Experiential LearningA FRAMEWORK: HR STRATEGY AND STRATEGIC MANAGEMENT THEORYAbility to Identify/Secure Attractive Alliance OpportunitiesCULTURE AND PERFORMANCE IN AN INTERNATIONAL CONTEXTA BRIDGE BETWEEN HR AND BUSINESS STRATEGIESEnvironmental Influences in Competitive EvolutionSTRATEGIC MARKET ORIENTATIONInnovationMaximizing the Firm Value Impact of Outsourcing DecisionsTHE INNOVATIVE ENVIRONMENTThe Emergence of Business EthicsAlliance Management SkillSIGNALING THEORYThe Decline in the Value of OffshoringMarketing StrategyImplication of Leases on Corporate Financial StrategyHorizontal AlignmentDrivers of Strategic ChoicesStrategic Group Process Perspective and HR StrategyCOMPETITIVE IMPLICATIONSAN ILLUSTRATION OF COMPETITIVE EVOLUTION: THE U.S. AUTOMOBILE INDUSTRYLatticed HR Strategies: Vertical and Horizontal AlignmentsTEXTBOOK CAPITAL STRUCTURE THEORY Dynamic Capabilities Perspective and HR StrategyTHE OCCURRENCE OF CORPORATE SCANDALSCapital Structure, Historical Stock, and Operating PerformanceINNOVATE OR DIEChanges to Political Barriers and Other Political AccommodationsIntegration PlanningHigh Performance, Unclear Culture-1925: The Volume-Orientation EraUNIVERSAL HR PRACTICES: HPWS (HIGH-PERFORMANCE WORK SYSTEMS)WHAT'S MISSING?Financial Distress Costs and Trade-Off TheoryTHE RESOURCE-BASED MOTIVATION FOR FIRMS TO ENGAGE IN ALLIANCESEMERGENCE OF CORPORATE AGGRESSIONStructure and ResourcesDIVERSIFICATION: HISTORY AND CURRENT TRENDSINDUSTRY CONTEXTComplexities in Global PartneringALLIANCE CHALLENGESStrong Culture but Potential TurnoverSpecial Purpose EntityM&A PHASESHOW TO SUSTAIN A CULTURE OVER TIME?HR Strategy and Vertical AlignmentCustomers
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