Sustaining High Performance in Business : Systems, Resources, and Stakeholders.

Format:

Book

Author/Creator:

Harrison, Jeffrey S.

Language:

English

Physical Description:

1 online resource (182 pages)

Edition:

2nd ed.

Place of Publication:

New York : Business Expert Press, 2025.

Summary:

This book provides a concise yet complete guide for strategic management. Managers face a difficult challenge in successfully guiding their firms so that they sustain high financial performance, while also being sensitive to the environment, taking good care of their employees and customers, being fair with their suppliers, and giving back to the communities in which operate. While many books have been written that focus on one business topic or another as the key to achieving sustainable success in business, it is the efficiency and effectiveness of a firm's entire value creating system that determines its long-term performance. In this book, systems theory is used as an integrative mechanism to combine the best ideas about sustaining high performance from the fields of economics, the resource-based perspective, and stakeholder theory. Tools are provided for conducting in-depth, detailed analyses of each part of a firm's value creation system and its contribution to the total stakeholder value created by the firm. The book then describes how to use this information to create winning strategies that lead to the creation of additional stakeholder value and high long-term financial performance. In addition, detailed implementation tools are provided to ensure that strategies are carried out successfully. This book provides a concise yet complete guide for strategic management.

Contents:

Front cover

Half title

Title

Copyright

Description

Contents

Introduction

CHAPTER 1 A Systems Perspective on Strategic Management

The Strategic Management Process

Strategic Thinking

Tools for Sustaining High Performance

CHAPTER 2 Alternative Perspectives on Strategy Development and Performance

Industrial Organization Economics

The Resource-Based View of the Firm

Stakeholder Theory

Managing for Stakeholders

Contexts and Limits to a Stakeholder Approach

Systems Theory

Interconnected Parts

Permeable Firm Boundaries

Dynamic Equilibrium

Learning From Feedback

The Value Creation System

CHAPTER 3 Strategic Direction: Mission, Vision, Core Values, and Business Model

Mission and Vision

Core Values

Business Model

Definition of Market

Disposition of Assets

Value Proposition

Differentiation Strategy

Low-Cost Leadership Strategy

Best Value Strategy

International Product/Market Strategy

Value Capture

Basic Growth Strategy

International Growth Strategy

What Strategic Direction Should Be

CHAPTER 4 Strategic Analysis of the Value Creation System: Internal Resources and the Value Chain

Analysis of Internal Resources

Sustainable Competitive Advantage

Financial Resources

Employees

Managers and the Governance Structure

Analysis of the Value Chain

Basic Value Chain Activities

Support Activities

Suppliers and Customers

Combining Internal Resources and Value Chain Analyses

CHAPTER 5 Strategic Analysis of the Value Creation System: Environmental Influences

Analysis of Competitive Influences

The Intensity of Competition

The Power of Competitors

Analysis of the Community

Analysis of Financiers

Analysis of Secondary Stakeholders

Analysis of Broad Environmental Influences

Economic Forces.

Sociocultural Forces

Political Forces

Technological Forces

Summary of Findings From Strategic Analysis

CHAPTER 6 System Assessment: Tools to Guide Strategic Decisions

Assessment of Internal Resources and Capabilities

Assessment of the Value Chain

Assessing Efficiency

Assessing Innovation

Addressing Problem Areas

Assessing Stakeholders

Stakeholder Power and Strategic Importance

Managing Powerful Stakeholders

Nonmarket Strategies

Strategy Creation

CHAPTER 7 Implementation Planning, Strategic Control, and Organizational Structure

Strategic Control Systems

Detailed Implementation Planning

Ordering Activities

Budgeting, Communications, and Evaluation

Functional-Level Strategies

Organizational Structure

Standard Structural Forms

More Complex Structures

Foreign Subsidiaries

CHAPTER 8 Strategic Management of the Corporate-Level System

Corporate-Level Strategies

Concentration

Vertical Integration

Diversification

Unrelated Diversification

Related Diversification and Synergy

Tactics for Pursuing Diversification

Internal Ventures

Mergers and Acquisitions

Joint Ventures and Alliances

Organizational Structure at the Corporate Level

The Ongoing Strategic Management Process

Notes

Sustaining High Performance in Business

Chapter 1

Chapter 2

Chapter 3

Chapter 4

Chapter 5

Chapter 6

Chapter 7

Chapter 8

About the Author

Index

Back cover.

Notes:

Description based on publisher supplied metadata and other sources.

ISBN:

9781637428344

1637428340

OCLC:

1512317139