Strategy: An International Perspective, 7th Edition
By Bob de Wit
Contents:
List of exhibits xii
Acknowledgements xiv
Preface xvi
Teaching & Learning Support Resources xxii
Section-1
Strategy 1
1 Introduction 2
The nature of strategy 2
Identifying the strategy issues 3
Structuring the strategy debates 10
Managing strategy paradoxes 16
Developing an international perspective 19
Introduction to the readings 24
Reading 1.1 Complexity: The nature of real world problems 25
by Richard Mason and Ian Mitroff
Reading 1.2 Managing strategic contradictions 32
by Wendy K. Smith and Michael L. Tushman
Reading 1.3 Cultural constraints in management theories 42
by Geert Hofstede
References 49
2 Strategizing_55
Introduction 55
The issue of strategic reasoning 56
The paradox of logic and intuition 61
Perspectives on strategizing 65
Managing the paradox of logic and intuition 72
Strategic thinking in international perspective 73
Introduction to the readings 76
Reading 2.1 Explicating dynamic capabilities: The nature and 77
microfoundations of (sustainable) enterprise performance
by David J. Teece
Reading 2.2 Exploring intuition and its role in managerial decision making 91
by Erik Dane and Michael G. Pratt
Reading 2.3 Psychological foundations of dynamic capabilities: 108
Reflexion and reflection in strategic management
by Gerard P. Hodgkinson and Mark P. Healey
References 118
3 Missioning and Visioning_131
Introduction 131
The issue of organizational purpose 138
The paradox of profitability and responsibility 139
Perspectives on missioning and visioning 143
Managing the paradox of profitability and responsibility 148
Missioning and visioning in international
perspective 150
Introduction to the readings 152
Reading 3.1 The social responsibility of business is to increase its profits 154
by Milton Friedman
Reading 3.2 Stockholders and stakeholders: A new perspective on 157
corporate governance
by Edward Freeman and David Reed
Reading 3.3 Creating shared value: How to reinvent capitalism and unleash
a wave of innovation and growth 163
by Michael E. Porter and Mark R. Kramer
References 175
Section-2
STRATEGY CONTENT 179
4 Business Level Strategy_182
Introduction 182
The issue of competitive advantage 182
The paradox of markets and resources 196
Perspectives on business level strategy 200
Managing the paradox of markets and resources 206
Business level strategy in international perspective 208
Introduction to the readings 209
Reading 4.1 Strategy from the outside in 211
by George S. Day and Christine Moorman
Reading 4.2 Firm resources and sustained competitive advantage 218
by Jay Barney
Reading 4.3 Dynamic capabilities: An exploration of how 226
firms renew their resource base
by Véronique Ambrosini, Cliff Bowman and Nardine Collier
References 238
5 Corporate Level Strategy_242
Introduction 242
The issue of corporate configuration 242
The paradox of responsiveness and synergy 247
Perspectives on corporate level strategy 254
Managing the paradox of responsiveness and synergy 260
Corporate level strategy in international perspective 262
Introduction to the readings 264
Reading 5.1 Strategy and the business portfolio 265
by Barry Hedley
Reading 5.2 The core competence of the corporation 272
by C.K. Prahalad and Gary Hamel
Reading 5.3 Seeking synergies 280
by Andrew Campbell and Michael Goold
References 293
6 Network Level Strategy_295
Introduction 295
The issue of inter-organizational relationships 295
The paradox of competition and cooperation 304
Perspectives on network level strategy 308
Managing the paradox of competition and cooperation 314
Network level strategy in international perspective 316
Introduction to the readings 319
Reading 6.1 Collaborate with your competitors – and win 320
by Gary Hamel, Yves Doz and C.K. Prahalad
Reading 6.2 Creating a strategic centre to manage a web of partners 325
by Gianni Lorenzoni and Charles Baden-Fuller
Reading 6.3 Coevolution in business ecosystems 334
by James F. Moore
References 339
Section-3
Strategy process 343
7 Strategy Formation 345
Introduction 345
The issue of realized strategy 345
The paradox of deliberateness and emergence 350
Perspectives on strategy formation 356
Managing the paradox of deliberateness and emergence 363
Strategy formation in international perspective 365
Introduction to the readings 367
Reading 7.1 Managing the strategy process 368
by Balaji Chakravarthy and Peter Lorange
Reading 7.2 Logical incrementalism 372
by James Quinn
Reading 7.3 Environmental uncertainty, foresight 379
and strategic decision making: An integrated study
by Riccardo Vecchiato
References 393
8 Strategic Change 399
Introduction 399
The issue of strategic alignment 399
The paradox of revolution and evolution 406
Perspectives on strategic change 411
Managing the paradox of revolution and evolution 416
Strategic change in international perspective 417
Introduction to the readings 420
Reading 8.1 Reengineering work: Don’t automate, obliterate 422
by Michael Hammer
Reading 8.2 Building learning organizations 428
by Peter Senge
Reading 8.3 Ambidextrous organizations: Managing 436
evolutionary and revolutionary change
by Michael L. Tushman and Charles A. O’Reilly III
References 445
9 Strategic Innovation 448
Introduction 448
The issue of strategic renewal 448
The paradox of exploitation and exploration 455
Perspectives on strategic innovation 460
Managing the paradox of exploitation and exploration 463
Strategic innovation in international perspective 466
Introduction to the readings 469
Reading 9.1 Six Sigma: Definition and underlying theory 470
by Roger G. Schroeder, Kevin Linderman,
Charles Liedtke and Adrian S.Choo
Reading 9.2 The innovator’s dilemma 485
by Clayton M. Christensen
Reading 9.3 Exploitation, exploration, and process management: 493
The productivity dilemma revisited
by Mary J. Benner and Michael L. Tushman
References 507
Section-4
Strategy Context 515
10 The Industry Context 517
Introduction 517
The issue of industry development 518
The paradox of compliance and choice 525
Perspectives on the industry context 529
Managing the paradox of compliance and choice 535
The industry context in international perspective 536
Introduction to the readings 538
Reading 10.1 Industry evolution 539
by Michael E. Porter
Reading 10.2 Blue ocean strategy 545
by W. Chan Kim and Renée Mauborgne
Reading 10.3 How industries change 553
by Anita M. McGahan
References 561
11 The Organizational Context 563
Introduction 563
The issue of organizational development 564
The paradox of control and chaos 567
Perspectives on the organizational context 571
Managing the paradox of control and chaos 577
The organizational context in international perspective 579
Introduction to the readings 581
Reading 11.1 Defining leadership and explicating the process 582
by Richard M. Cyert
Reading 11.2 Strategy as order emerging from chaos 586
By Ralph Stacey
Reading 11.3 Structured networks: Towards the well-designed matrix 592
by Michael Goold and Andrew Campbell
References 601
12 The International Context_605
Introduction 605
The issue of international configuration 606
The paradox of globalization and localization 613
Perspectives on the international context 619
Managing the paradox of globalization and localization 625
The international context in international perspective 627
Introduction to the readings 630
Reading 12.1 The globalization of markets 631
by Theodore Levitt
Reading 12.2 The myth of globalization 636
by Susan Douglas and Yoram Wind
Reading 12.3 Clusters and the new economics of competition 644
Michael E. Porter
References 652
Section-5
Cases 655
1 Zara: Fast fashion in the digital age 656
By Vanessa Burbano, Bennett Chiles and Dan J. Wang
2 Bitcoin: A disruptive innovation or a bubble set to burst? 678
By Geeta Singh and Syeda Maseeha Qumer
3 ‘Compassion vs competitiveness’ dilemma at Novo Nordisk 690
By Debapratim Purkayastha
4 Amazon.com’s business model and its evolution 704
By Syeda Maseeha Qumer and Debapratim Purkayastha
5 Alphabet Inc.: Reorganizing Google 722
By Syeda Maseeha Qumer and Debapratim Purkayastha
6 Renault-Nissan alliance: Will further integration create more synergies? 738
By Wiboon Kittilaksanawong and Caroline Palecki
7 Time for a change at The Change Foundation 749
By Alexander Smith
8 Federated Co-Operatives Limited: Change management 761
By Dionne Pohler
9 Netflix, Inc. 769
By Professor Frank T. Rothaermel and Austin Guenther
10 Tesla Motors’ business model configuration 784
By Dipl. Kfm. Erwin Hettich and Prof. Dr. Günter Müller-Stewens
11 Ricardo Semler: A revolutionary model of leadership 806
By Professor William W. Maddux with Roderick I. Swaab, Betania Tanure and Elin Williams
12 Huayi Brothers: Strategic transformation 815
By Professors Jie Li and Jean-Louis Schaan
Index 827