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Strategic management = reflecting strategic flexibility, innovation and entrepreneurship /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Strategic management/ by Sushil, Sanjay Dhir.
Reminder of title:	reflecting strategic flexibility, innovation and entrepreneurship /
Author:	Sushil.
other author:	Dhir, Sanjay.
Published:	Singapore :Springer Nature Singapore : : 2024.,
Description:	xxi, 537 p. :ill., digital ;24 cm.
[NT 15003449]:	PART I: Opening the Door -- 1. Strategic Management: In Retrospect and Prospect -- 2. Strategic Flexibility -- 3. Strategic Innovation -- 4. Strategic Entrepreneurship -- PART II: Strategic Intent -- 5. Strategic Intent: Vision, Mission and Objectives -- 6. Strategic Performance Management -- PART III: Strategic Learning -- 7. Learning Organization and Strategic Learning Tools -- 8. Learning about External Situation -- 9. Learning about Resources and Capabilities -- PART IV: Strategy Evolution -- 10. Model Frameworks and Strategies -- 11. Strategy Formulation and Adaptation -- 12. Strategic Alliances and Networks -- 13. Mergers and Acquisitions -- 14. Global Strategy -- PART V: Strategic Resonance -- 15. Strategic Execution -- 16. Strategic Restructuring 17. Strategic Leadership and Corporate Governance -- 18. Management of Strategic Change -- PART VI: Strategies in Specific Areas -- 19. Strategic Technology Management -- 20. e-Business and Knowledge Management Strategy -- 21. Functional/Operations Strategies -- PART VII: Contemporary and Comparative Strategic Issues -- 22. Sustainable Enterprise and Stakeholder Perspectives -- 23. Emerging Strategic Issues -- 24. Comparative Strategic Management -- PART VIII: Looking Beyond -- 25. Future Directions -- PART IX: Case Analysis and Select Cases -- 26. Guidelines for Case Analysis with illustration and Select Cases.
Contained By:	Springer Nature eBook
Subject:	Strategic planning. -
Online resource:	https://doi.org/10.1007/978-981-97-4788-7
ISBN:	9789819747887

Strategic management = reflecting strategic flexibility, innovation and entrepreneurship /
Sushil.

Strategic managementreflecting strategic flexibility, innovation and entrepreneurship /[electronic resource] :by Sushil, Sanjay Dhir. - Singapore :Springer Nature Singapore :2024. - xxi, 537 p. :ill., digital ;24 cm.

PART I: Opening the Door -- 1. Strategic Management: In Retrospect and Prospect -- 2. Strategic Flexibility -- 3. Strategic Innovation -- 4. Strategic Entrepreneurship -- PART II: Strategic Intent -- 5. Strategic Intent: Vision, Mission and Objectives -- 6. Strategic Performance Management -- PART III: Strategic Learning -- 7. Learning Organization and Strategic Learning Tools -- 8. Learning about External Situation -- 9. Learning about Resources and Capabilities -- PART IV: Strategy Evolution -- 10. Model Frameworks and Strategies -- 11. Strategy Formulation and Adaptation -- 12. Strategic Alliances and Networks -- 13. Mergers and Acquisitions -- 14. Global Strategy -- PART V: Strategic Resonance -- 15. Strategic Execution -- 16. Strategic Restructuring 17. Strategic Leadership and Corporate Governance -- 18. Management of Strategic Change -- PART VI: Strategies in Specific Areas -- 19. Strategic Technology Management -- 20. e-Business and Knowledge Management Strategy -- 21. Functional/Operations Strategies -- PART VII: Contemporary and Comparative Strategic Issues -- 22. Sustainable Enterprise and Stakeholder Perspectives -- 23. Emerging Strategic Issues -- 24. Comparative Strategic Management -- PART VIII: Looking Beyond -- 25. Future Directions -- PART IX: Case Analysis and Select Cases -- 26. Guidelines for Case Analysis with illustration and Select Cases.

This book emphasizes the concepts of strategic innovation and entrepreneurship, which are quite prevalent in today's organizations. Going beyond traditional approach that follows strategic analysis, choice and implementation framework, and traditional theories based on industrial organization paradigm and resource-based view, the book considers current business environment, which is volatile, uncertain, complex, chaotic, conflicting, and ambiguous (VUCA) It takes the strategic flexibility view to cope with these strategic challenges. The book introduces the subject matter of strategic management in retrospect and prospect, highlighting critical theories of strategic management. It uses a strategic learning framework rather than a purely analytical approach to dynamically learn about the external situation, internal resources, and capabilities. The evolution of strategy is given in terms of generic strategies in practice and adaptation in specific contexts. It further deals with essential topics such as strategic alliances and networks, mergers and acquisitions, and global strategy. It then provides the execution framework and models covering restructuring, leadership, corporate governance, and change management. The strategy in specific areas such as strategic technology management, e-business and knowledge management, and functional strategies and policies are discussed to understand the implementation depth. Finally, it touches upon contemporary issues such as sustainable enterprise, stakeholder perspectives, and comparative strategies in various contexts. It then outlines future directions of strategic management. In the end, case analysis guidelines are provided with sample cases from different parts of the world. The book also used interpretive and simulation methods such as system dynamics and total interpretive structural modeling to grasp the relationships and their dynamic impact provided throughout the book. It will be an invaluable resource for researchers of business strategy as well as students studying these courses; it will also be useful for industry practitioners, corporates and business policy makers.

ISBN: 9789819747887

Standard No.: 10.1007/978-981-97-4788-7doiSubjects--Topical Terms:

528149
Strategic planning.

LC Class. No.: HD30.28

Dewey Class. No.: 658.4012

Strategic management = reflecting strategic flexibility, innovation and entrepreneurship /
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505 0 $a PART I: Opening the Door -- 1. Strategic Management: In Retrospect and Prospect -- 2. Strategic Flexibility -- 3. Strategic Innovation -- 4. Strategic Entrepreneurship -- PART II: Strategic Intent -- 5. Strategic Intent: Vision, Mission and Objectives -- 6. Strategic Performance Management -- PART III: Strategic Learning -- 7. Learning Organization and Strategic Learning Tools -- 8. Learning about External Situation -- 9. Learning about Resources and Capabilities -- PART IV: Strategy Evolution -- 10. Model Frameworks and Strategies -- 11. Strategy Formulation and Adaptation -- 12. Strategic Alliances and Networks -- 13. Mergers and Acquisitions -- 14. Global Strategy -- PART V: Strategic Resonance -- 15. Strategic Execution -- 16. Strategic Restructuring 17. Strategic Leadership and Corporate Governance -- 18. Management of Strategic Change -- PART VI: Strategies in Specific Areas -- 19. Strategic Technology Management -- 20. e-Business and Knowledge Management Strategy -- 21. Functional/Operations Strategies -- PART VII: Contemporary and Comparative Strategic Issues -- 22. Sustainable Enterprise and Stakeholder Perspectives -- 23. Emerging Strategic Issues -- 24. Comparative Strategic Management -- PART VIII: Looking Beyond -- 25. Future Directions -- PART IX: Case Analysis and Select Cases -- 26. Guidelines for Case Analysis with illustration and Select Cases.
520 $a This book emphasizes the concepts of strategic innovation and entrepreneurship, which are quite prevalent in today's organizations. Going beyond traditional approach that follows strategic analysis, choice and implementation framework, and traditional theories based on industrial organization paradigm and resource-based view, the book considers current business environment, which is volatile, uncertain, complex, chaotic, conflicting, and ambiguous (VUCA) It takes the strategic flexibility view to cope with these strategic challenges. The book introduces the subject matter of strategic management in retrospect and prospect, highlighting critical theories of strategic management. It uses a strategic learning framework rather than a purely analytical approach to dynamically learn about the external situation, internal resources, and capabilities. The evolution of strategy is given in terms of generic strategies in practice and adaptation in specific contexts. It further deals with essential topics such as strategic alliances and networks, mergers and acquisitions, and global strategy. It then provides the execution framework and models covering restructuring, leadership, corporate governance, and change management. The strategy in specific areas such as strategic technology management, e-business and knowledge management, and functional strategies and policies are discussed to understand the implementation depth. Finally, it touches upon contemporary issues such as sustainable enterprise, stakeholder perspectives, and comparative strategies in various contexts. It then outlines future directions of strategic management. In the end, case analysis guidelines are provided with sample cases from different parts of the world. The book also used interpretive and simulation methods such as system dynamics and total interpretive structural modeling to grasp the relationships and their dynamic impact provided throughout the book. It will be an invaluable resource for researchers of business strategy as well as students studying these courses; it will also be useful for industry practitioners, corporates and business policy makers.
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