Implanting Strategic Management

Coming more than 25 years after the last edition, this edition of the groundbreaking Ansoff work on the concepts and practical implementation of strategic management provides up-to-date case studies and simplified figures and offers a comprehensive approach to guiding firms through turbulent environments. In this age of digital transformation, the ability to respond quickly and strategically to unpredictable change can determine the success or failure of the firm. As an organization becomes more successful at implementing change, the ability to respond to changes in the environment will be entrenched in its culture. This book is based on a strategic success model which demonstrates how to optimize a firm's performance. For managers, students, and researchers wanting a step-by-step methodology on how to analyze a firm, this book will serve as an invaluable resource for thinking and acting strategically.

Based on Ansoff's classical text, more readable and simplified figures Illuminates a new facet of the developing problem of strategy Represents the most comprehensive exposition of concepts and practical techniques currently available in strategic management Provides a multidisciplinary explanation of strategic behavior and development of practical 'how to do it' technology for management in turbulent environments Uses current industry examples throughout the book to solidify the concepts

Autorentext

H. Igor Ansoff (1918-2002) was an applied mathematician and business manager. He is well known as the pioneer and father of Strategic Management. Ansoff studied at Brown University, where he received his Doctorate. He joined UCLA in the Senior Executive Program. Ansoff was a distinguished professor at United States International University (now Alliant International University) for 17 years, where his work in strategic management research is still continued by several institutes. During his career he consulted with many multinational corporations including Philips, General Electric, Gulf, IBM, Sterling and Westinghouse. Ansoff was the first management guru to recognize the need for strategic planning for firms operating in an increasingly complex and turbulent business environment.
Daniel Kipley is Professor of Strategy at Azusa Pacific, USA.
A.O. Lewis is Professor of Management at National University, USA.
Roxanne Helm-Stevens is Chair and Professor in the Department of Management at Azusa Pacific, USA.
Rick Ansoff is Associate Professor in Statistics, Measurement, Research Methods, and General and Personality Psychology at Alliant International University, USA.

Klappentext

1. Epistemological Underpinnings & Original Concepts of Strategic Management.- 2. Why make Strategy Explicit?.- 3. Evolution of Management Systems.- 4. From Strategic Planning to Strategic Management.- 5. Modes of Strategic Behavior.- 6. Strategic Diagnosis.- 7. Concept of Organizational Capability.- 8. Diagnosing Future General Management Capability.- 9. Competitive Posture Analysis in Turbulent Environments.- 10. Dispersed Positioning in Competitive Analysis.- 11. Optimizing the Strategic Portfolio.- 12. Strategic Dimensions of Technology.- 13. Societal Strategy for the Business Firm.- 14. Strategic Dimensions of Internationalization.- 15. General Managers for Diversified Firms.- 16. Selecting a Management System to Fit the Firm.- 17. Designing the Firm's Structure.- 18. Management Response to Surprising Changes.- 19. Strategic Issue Management.- 20. Using Weak Signals.- 21. Behavioral Resistance to Change.- 22. Systemic Resistance.- 23. Alternative Methods for Managing a Discontinuous Change.- 24. Managed Resistance ('Accordion') Method for Introducing a Discontinuous Change.- 25. Institutionalizing Strategic Responsiveness.

   Inhalt

   1. Epistemological Underpinnings & Original Concepts of Strategic Management.- 2. Why make Strategy Explicit?.- 3. Evolution of Management Systems.- 4. From Strategic Planning to Strategic Management.- 5. Modes of Strategic Behavior.- 6. Strategic Diagnosis.- 7. Concept of Organizational Capability.- 8. Diagnosing Future General Management Capability.- 9. Competitive Posture Analysis in Turbulent Environments.- 10. Dispersed Positioning in Competitive Analysis.- 11. Optimizing the Strategic Portfolio.- 12. Strategic Dimensions of Technology.- 13. Societal Strategy for the Business Firm.- 14. Strategic Dimensions of Internationalization.- 15. General Managers for Diversified Firms.- 16. Selecting a Management System to Fit the Firm.- 17. Designing the Firm's Structure.- 18. Management Response to Surprising Changes.- 19. Strategic Issue Management.- 20. Using Weak Signals.- 21. Behavioral Resistance to Change.- 22. Systemic Resistance.- 23. Alternative Methods for Managing a Discontinuous Change.- 24. Managed Resistance ('Accordion') Method for Introducing a Discontinuous Change.- 25. Institutionalizing Strategic Responsiveness. <p