Strategic analytics : integrating management science and strategy / Martin Kunc.

Format:

Book

Author/Creator:

Kunc, Martin, author.

Language:

English

Subjects (All):

Management science.

Decision making.

Strategic planning.

Physical Description:

1 online resource (390 pages)

Edition:

1st ed.

Place of Publication:

Hoboken, NJ : Wiley, 2019.

Summary:

Defines common ground at the interface of strategy and management science and unites the topics with an original approach vital for strategy students, researchers and managers Strategic Analytics: Integrating Management Science and Strategy combines strategy content with strategy process through the lenses of management science, masterfully defining the common ground that unites both fields. Each chapter starts with the perspective of a certain strategy problem, such as competition, but continues with an explanation of the strategy process using management science tools such as simulation. Facilitating the process of strategic decision making through the lens of management science, the author integrates topics that are usually in conflict for MBAs: strategy and quantitative methods. Strategic Analytics features multiple international real-life case studies and examples, business issues for further research and theory review questions and exercises at the end of each chapter. Strategic Analytics starts by introducing readers to strategic management. It then goes on to cover: managerial capabilities for a complex world; politics, economy, society, technology, and environment; external environments known as exogenous factors (PESTE) and endogenous factors (industry); industry dynamics; industry evolution; competitive advantage; dynamic resource management; organisational design; performance measurement system; the life cycle of organisations from start-ups; maturity for maintaining profitability and growth; and finally, regeneration. * Developed from the author's own Strategy Analytics course at Warwick Business School, personal experience as consultant, and in consultation with other leading scholars * Uses management science to facilitate the process of strategic decision making * Chapters structured with chapter objectives, summaries, short case studies, tables, student exercises, references and management science models * Accompanied by a supporting website Aimed at both academics and practitioners, Strategic Analytics is an ideal text for postgraduates and advanced undergraduate students of business and management.

Contents:

Cover

Title Page

Copyright

Contents

About the Companion website

Chapter 1 Introduction to Strategic Analytics

1.1 What is Analytics?

1.2 What is Management Science?

1.3 What is Information Technology: New Challenges?

1.4 What is Strategic Management?

1.4.1 What are the Characteristics of Strategic Problems?

1.5 Strategy Analytics: Integrating Management Science with Strategic Management

References

Chapter 2 Dynamic Managerial Capabilities for a Complex World Under Big Data

2.1 Dynamic Managerial Capabilities

2.1.1 Task Dimension

2.1.2 Cognitive Dimension

2.1.3 Behavior Dimension

2.2 Integrating Management Science and Strategic Management: Managers as Modelers

2.2.1 Modeling

2.2.2 Behavior with and Beyond Models

2.2.3 Modeling Systems

2.2.4 Big Data Analytics Capabilities

2.3 End of Chapter

2.3.1 Revision Questions

2.3.2 Case Study: The Future of Strategizing

Further Reading

Chapter 3 External Environment: Political, Economic, Societal, Technological and Environmental Factors

3.1 The PESTE Analysis

3.1.1 Limitations of PESTE Analysis

3.2 Integrating Management Science in the Strategic Management Process

3.2.1 Achieving Consistency in PESTE Analysis Using the Analytic Hierarchy Process

3.3 End of Chapter

3.4.1 Revision Questions

3.4.2 Case Study: Westmill Co-op and the Rise of Renewable Energy

Chapter 4 Industry Dynamics

4.1 Defining the Industry

4.2 Porter's Five Forces and Industry Dynamics

4.2.1 Bargaining Power of Suppliers

4.2.2 Bargaining Power of Buyers

4.2.3 Substitutes

4.2.4 Threat of New Entrants

4.2.5 Intensity of Rivalry

4.2.6 Strategic Issues Derived from Five Forces Analysis

4.3 Integrating Management Science into Strategic Management.

4.3.1 Revenue Management

4.3.2 Evaluating Competitors' Performance in the Market Using Text Mining

4.4 End of Chapter

4.4.1 Revision Questions

4.4.2 Case Study: Strategic Evaluation of Entering in a New Market as a Low-cost Airline Using System Dynamics Modeling

4.4.2.1 Describing the Key Strategic Aspects of a Business Using a System Dynamics Model

4.4.2.2 The easyJet Case

Chapter 5 Industry Evolution

5.1 Dynamic Behavioral Model of Industry Evolution

5.1.1 Industries as Feedback Systems

5.1.2 A Behavioral Model of Organizations

5.1.3 Dynamic Behavioral Model of Industry Evolution

5.1.4 Types of Dynamic Behavior and Strategic Implications on the Evolution of Industries

5.2 Integrating Management Science into Strategic Management

5.2.1 Exploring Industry Evolution Using System Dynamics

5.2.2 Understanding How the Levels of Integration/Interaction Between Companies Affect the Evolution of Companies Using NKC Models

5.2.2.1 Insights from the Model

5.2.3 Uncovering the Evolution of the Technology in an Industry Using Latent Topic Modeling

5.3 End of Chapter

5.3.1 Revision Questions

5.3.2 Case Study: The Rise of Smartphones and its Impact on the Camera Industry

Chapter 6 Competitive Advantage: Static Analysis

6.1 The Direction of a Company: Vision and Mission

6.2 Defining Value and Market Segmentation

6.3 Mapping the Activities to Deliver Value

6.3.1 Value Chain

6.3.2 Activity System Map

6.3.3 Business Model Canvas

6.4 Type of Business Strategies

6.4.1 Cost Advantage

6.4.2 Differentiation Advantage

6.4.3 Blue Ocean Strategy

6.5 Integrating Management Science into Strategic Management

6.5.1 Uncovering Market Segments Using Analytics Tools: Market Basket Transactions Analysis.

6.6 End of Chapter

6.6.1 Revision Questions

6.6.2 Case Study: Revisiting Porter's Generic Strategies Using System Dynamics

6.6.2.1 The Model

Chapter 7 Dynamic Resource Management

7.1 Resources and Capabilities

7.2 Resource Management

7.2.1 Resource Conceptualization

7.2.2 Resource Development

7.2.3 Business Performance

7.3 Integrating Management Science into Strategic Management

7.3.1 Resource Conceptualization Using Resource Mapping (as a Problem Structuring Method)

7.3.2 Resource Development Using Resource Mapping, System Dynamics and Scenarios

7.3.3 Resource Development Under Uncertainty Using Decision Trees

7.3.4 Developing Decision Trees from Big Data

7.3.5 Inferring Business Performance from Management Science Methods

7.4 End of Chapter

7.4.1 Revision Questions

7.4.2 Case Study: Majestic Wines

Chapter 8 Organizational Design

8.1 Organizational Components

8.1.1 Structure

8.1.2 Processes

8.2 Integrating Management Science into Strategic Management

8.2.1 Network Analysis for Organizational Structure Design

8.2.2 Business Process Modeling

8.2.3 Improving Manufacturing Productivity Using Predictive Analytics

8.3 End of Chapter

8.3.1 Revision Questions

8.3.2 Case Study: Improving Processes in Health Services Using Simulation

Chapter 9 Performance Measurement System

9.1 Measuring Financial Performance

9.2 Strategic Controls

9.3 Integrating Management Science into Strategic Management

9.3.1 Causal Models to Design Performance Management Systems

9.3.2 Implementing the Performance Management System: Analyzing, Reviewing, and Reporting Performance Data - the Role of Analytics

9.4 End of Chapter

9.4.1 Revision Questions.

9.4.2 Case Study: The Impact of Performance Measurement Systems Adoption in Business Performance: the Shipping Industry Case

Chapter 10 Start-ups

10.1 The Components of a Business Plan for a Start-up

10.1.1 Management

10.1.2 Market

10.1.3 Product/Service and Business Processes

10.1.4 Organization Design and Resources

10.2 Financial Management

10.3 Integrating Management Science into Strategic Management

10.3.1 Monte Carlo Simulation

10.4 End of Chapter

10.4.1 Revision Questions

10.4.2 Case Study: Designing the Next Boutique Winery

Chapter 11 Maturity

11.1 Strategies for Mature Organizations

11.1.1 Concentrated Growth, and Market and Product Development

11.1.2 Integration

11.1.3 Diversification

11.1.4 Associations with Other Companies: Joint Venture, Strategic Alliances and Consortia

11.2 Integrating Management Science into Strategic Management

11.2.1 Linear Optimization

11.2.2 Extensions in Linear Programming

11.2.3 Making the Integration of Organizations Reality Through Internet of Things and Analytics

11.3 End of Chapter

11.3.1 Revision Questions

11.3.2 Case Study: Choosing the Right Set of Capabilities - Development Projects to Achieve Multiple Organization Goals

Chapter 12 Regeneration

12.1 Strategies for Regenerating Organizations

12.1.1 Innovation

12.1.2 Turnaround

12.1.3 Ambidextrous Strategies

12.2 Integrating Management Science into Strategic Management

12.2.1 New Product Development: the Use of Text Analytics

12.2.2 Implementing Turnaround Strategies Using Data Envelopment Analysis: Identifying Operational Units for Either Improving or Pruning

12.3 End of Chapter

12.3.1 Revision Questions.

12.3.2 Case Study: Managing Strategic Change Successfully: the Role of Benefits Realization Management

Index

EULA.

Notes:

Description based on print version record.

ISBN:

9781119519638

1119519632

9781118943687

1118943686

9781118943694

1118943694

OCLC:

1041199927