Supporting Strategy

1. Auflage 2007
ISBN: 978-0-470-05718-6
Verlag: John Wiley & Sons

Buch, Englisch, 424 Seiten, Format (B × H): 174 mm x 250 mm, Gewicht: 938 g

Supporting Strategy develops the concept of the strategic development process. The book begins by describing a balanced process for strategy development, spanning direction setting, strategy creation, rehearsal, evaluation and choice, leading to a continuous process of adopting strategic initiatives. It then goes on to present a practical collection of frameworks, methods and models which both individually and in combination can be used to support strategy. The collection includes: drama theory, visioning methods, problem structuring methods, resource based view of strategy, SWOT / TOWS analysis, system dynamics, agent based modelling, scenario planning, decision and risk analysis, financial evaluation, real options, robustness analysis and performance measurement.

This is a contributed work with original content written fro the book from leading academics in the field, including Maureen Meadows, Robert Berry, Jim Bryant, Adrian Caldart, Alberto Franco, Giles Hindle, Nigel Howard, Martin Kunc, Abhijit Mandal, Gilberto Montibeller, John Morecroft, Martin Murtland, Fernando Oliveira, and Efstathios Tapinos.

Autoren/Hrsg.

O&

O'Brien, Frances A.

Dyson, Robert G.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung

Inhaltsverzeichnis

Preface.

About the Contributors.

Chapter 1. The Strategic Development Process (Robert G. Dyson, Jim Bryant, John Morecroft and Frances O'Brien).

Chapter 2. Visioning: A Process for Strategic Development (Maureen Meadows and Frances O'Brien).

Chapter 3. Achieving Strategy Coherence (Jim Bryant and Nigel Howard).

Chapter 4. Problem Structuring and the Building and Negotiation of Strategic Agendas (Alberto Franco, Jim Bryant and Giles Hindle).

Chapter 5. Strategy Creation - The Resource-Based View (Abhijit Mandal).

Chapter 6. Methods for Creating Strategic Initiatives (Robert G. Dyson).

Chapter 7. System Dynamics Modelling for Strategic Development (Martin Kune and John Morecroft).

Chapter 8. The Impact of Organisational Complexity in the Strategy Development Process (Adrián Caldart and Fernando S. Oliveira).

Chapter 9. Creating and Using Scenarios - Exploring Alternative Possible Futures & their Impact on Strategic Decisions (Frances O'Brien, Maureen Meadows and Martin Murtland).

Chapter 10. Decision and Risk Analysis for the Evaluation of Strategic Options (Gilberto Montibeller and Albert Franco).

Chapter 11. Performace Measurement (Efstathios Tapinos and Robert G. Dyson).

Chapter 12. A Financial Perspective on Strategic Investments (Robert H. Berry).

Chapter 13. Flexibility, Robustness and Real Options (Robert G. Dyson and Fernando S. Oliveira).

Chapter 14: Gone Fishing: A Case Study (Jim Bryant, Maureen Meadows, John Morecroft and Frances O'Brien).

Über Autor(innen)

Frances O'Brien is a lecturer in Operational Research at Warwick Business School. (BSc Surrey, MSc Southampton.) She has previously been an Operational Research analyst at Ford Motor Company.

Robert Dyson is Professor of Operational Research and Systems at Warwick Business School. BSc Liverpool, PhD Lancaster) He joined the business school in 1970 and became Chairman in 1978-1981 and Dean in 1998-2000. He has also been the Pro-Vice chancellor of the University between 1989-1995 and 1999-2005. He held the Chair, Committee of Professors of Operational Research between 1995-1997 and was the President of the Operational Research Society 1998/9. He is also a member of the British Academy of Management and INFORMS.