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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»

Failure to SucceedFunctional StrategiesOrganizational CultureGovernment RegulatorsPosition and Control as Determinants of ICV PerformanceHR Strategy and Vertical AlignmentPRODUCT-LEVEL INNOVATIVENESSOVERVIEW: ALLIANCE CONCEPTS AND TERMINOLOGYMarket CompetencyWHAT TO DO AND WHAT NOT TO DOCompetitive Destabilization from GlobalizationFirm LevelMAKING ALLIANCES WORK: GOVERNANCE OF ALLIANCESTarget EnvironmentImplementationCOMPETITIVE IMPLICATIONSOpportunity One: Partnerships for Satisfying Global DemandFriendly FitThe Role of Strategic Management Related to SHRMCompetitive Priorities and OutsourcingLOOKING BEYONDEXTRINSIC AND INTRINSIC VIRTUEPatterns of Competitive Evolution in a Global ContextMaximizing the Firm Value Impact of Outsourcing DecisionsAN ILLUSTRATION OF COMPETITIVE EVOLUTION: THE U.S. AUTOMOBILE INDUSTRYOpportunity Two: Partnerships for Developing Complementary ProductsIMPLICATIONS FOR MANAGEMENT THEORY AND PRACTICEEmployeesSTRATEGIC MARKET ORIENTATIONTHE IMPACT OF OUTSOURCING ON SHAREHOLDER VALUEMarket Risk PremiumCommunicationThe Benefits of AlignmentSTRATEGIES FOR SUCCESSFUL OUTSOURCINGMISMATCHES BETWEEN CULTURE AND PERFORMANCEParent-Venture Product SimilaritySEPARATION OF OWNERSHIP AND CONTROLA FRAMEWORK: HR STRATEGY AND STRATEGIC MANAGEMENT THEORYNOTESQUALITY FUNCTION IN THE 21ST CENTURYAlliance Management SkillEstimating the Costs and Benefits of DebtStrategic Alliances: Promise, Perils, and a Roadmap to Success-1925: The Volume-Orientation EraComplexities in Global PartneringThe Industrial Organization Economics Perspective and HR StrategyPorter's Typology of Cost Leadership, Differentiation, and FocusCROSS-BORDER (INTERNATIONAL) ALLIANCES AND CULTURAL DIFFERENCESDISCUSSION-1908: The Margin-Orientation EraTHE INNOVATIVE ENVIRONMENTContinuing AdaptationCOMPETITIVE EVOLUTION AND THE INTERACTION OF STRATEGIC MODESIntegration PlanningTHE LAST PIECE OF THE PUZZLE: HR PRACTICESINNOVATION AND STRATEGYNOTESExplosion in Information TechnologyNOTESMOTIVATION FOR DIVERSIFICATIONEXISTING FRAMEWORKSMarketing StrategyHOW TO SUSTAIN A CULTURE OVER TIME?Strategic Group Process Perspective and HR StrategyTHE OCCURRENCE OF CORPORATE SCANDALSHigh Performance, Unclear CultureCompetitorsSIGNAL INTERPRETATIONHISTORY OF SHRMUsing Cost-Benefit Analysis to Identify the Optimal Capital StructureTHE FUTURE OF MARKETING STRATEGY IN A GLOBAL ENVIRONMENTDEVELOPMENT OF ORGANIZATIONAL CULTUREThe Test of CultureManaging Organizational InnovationDynamic Capabilities Perspective and HR StrategyFinancial Distress Costs and Trade-Off TheoryCulture and SubcultureAbility to Identify/Secure Attractive Alliance OpportunitiesResource CombinationsMiller and Modigliani (M&M) TheoryTacit Knowledge, Resources, and CapabilitiesEXPERIENTIAL LEARNINGStrategic HRM: Building the Bridge between HR and Business StrategiesEconomicResponsibilities of the 21st-Century OrganizationTarget SelectionNOTESINTERACTION OF PRODUCT- AND ORGANIZATIONAL-LEVEL SIGNALSMotives for Internal Corporate VenturesTHE RESOURCE-BASED MOTIVATION FOR FIRMS TO ENGAGE IN ALLIANCESThe Post-Equilibrium EraBUSINESS STRATEGIESStrategic Management of QualityNOTESINNOVATE OR DIENOTESCapital Structure Policy, Business Cycles, and Macroeconomic ConditionsDrivers of Strategic ChoicesBetaFUTURE DIRECTIONS FOR INTERNAL CORPORATE VENTURINGOpportunity Three: Partnerships for New Marketing ApproachesFinancial Flexibility and the Use of Other Financing ToolsPecking-Order TheoryStructureAlliance ExperienceOrganizational Culture, Performance, and Competitive Advantage: What Next?EMERGENCE OF CORPORATE AGGRESSIONORGANIZATIONAL LEVELStrong Culture but Potential TurnoverInnovative HistoryOrganizational Control/Oversight IssuesCULTURE AND PERFORMANCE IN AN INTERNATIONAL CONTEXTEnvironmental Influences in Competitive EvolutionThe Breakdown in ProfitabilityALLIANCE CHALLENGESGLOBAL PARTNERSHIPS OF THE FUTUREAlignment of Priorities, Activities, and PerformanceAlliance ComplexityPrudent PlanningCorporate Financial StrategyEVOLUTION OF THE BUSINESS ORGANIZATIONWHAT'S MISSING?TEXTBOOK CAPITAL STRUCTURE THEORY Making Sense of a Competitor’s Innovation: A Signaling Perspective on Whether to Imitate or Ignore the CompetitionCustomersInnovationA Phased Approach to Merger and Acquisition Integration: Tapping Experiential LearningContemporary Diversification via Internal Corporate VenturingManagerial Implications of Outsourcing AlignmentHorizontal AlignmentImplication of Leases on Corporate Financial StrategyTHE NATURE OF VIRTUOUS CORPORATE BEHAVIORRECENT ACADEMIC FINDINGSMAKING ALLIANCES WORK: ALLIANCE CAPABILITY AS A CORE COMPETENCEINDUSTRY CONTEXTA SPECIAL NOTE ON RELATIONSHIP DEVELOPMENT IN INTERIMISTIC ALLIANCESNOTESThe Emergence of Business EthicsCapital Structure and Firm CharacteristicsThe Decline in the Value of Offshoring-1974: The Margin-Volume-Differentiation Equilibrium EraThe Agency/Transactions Cost Perspective and HR StrategyMeasuring ICV PerformanceHolistic Approach to Satisfying the CustomerCapital Structure, Historical Stock, and Operating PerformanceLeadershipDIVERSIFICATION: HISTORY AND CURRENT TRENDSSpecial Purpose EntityWHAT MAKES STRONG ORGANIZATIONAL CULTURES?UNIVERSAL HR PRACTICES: HPWS (HIGH-PERFORMANCE WORK SYSTEMS)SIGNALING THEORYWHERE NEXT?DIVERSIFICATION THROUGH INTERNAL CORPORATE VENTURINGA Comparison of Onshore and Offshore OutsourcingOther Issues—PensionsInnovation and Customer ValueMiles and Snow's Typology of Defender, Prospector, Analyzer, and ReactorConsumer Confusion in Global BrandingEvolutionary EquilibriumStructure and ResourcesOrganizational Knowledge, Capabilities, and ResourcesLinkage of the Quality Function with the Overall Strategic FunctionCapital Structure Policy and Market TimingCapital Structure Policy and Behavioral InfluencesUtilization of Organizational StrengthsMethod of PaymentManagerialThe Cost of CapitalDECODING THE ETHICAL COMPLEXITIESM&A PHASESIntegration ManagementA BRIDGE BETWEEN HR AND BUSINESS STRATEGIESWHAT IS ORGANIZATIONAL CULTURE?Changes to Political Barriers and Other Political AccommodationsLatticed HR Strategies: Vertical and Horizontal Alignments
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