196 pages | 39 B/W Illus.
Strategy is a much-discussed, much-misunderstood topic among managers. In this new edition of The Strategic Manager, Harry Sminia continues to focus on how strategy works in practice, questioning readers’ existing expectations that strategy is a matter of strategic planning in order to help them to move into practicing strategy as an everyday activity.
The book is based around six different strategy theories, individually presented and supplemented with useful lists of questions that encourage readers to become competent strategic thinkers. Bridging theory and practice, a range of real life case studies open a window into the real world of strategic management.
Essential reading for postgraduate students and those in executive education, this text will also be a useful tool for managers trying to develop a better understanding of this easily confused subject.
‘This second edition of The Strategic Manager by Harry Sminia provides an excellent departure point to the field by providing a comprehensive and critical overview, complemented by cases of six strategy theories that underpin strategic management.’ – B.R. Baliga, Professor of Strategy and International Business, Wake Forest University, USA
‘The Strategic Manager provides readers with the broad underpinnings of strategic management and useful insights into its practice. By addressing six different theoretical approaches, this book enriches our understanding of what organizations should do not only to perform well, but also to do so consistently. Each chapter contains pertinent examples and ends with a practical case, thereby helping the reader to grasp the theories and concepts discussed in the text.' – Fernando Muñoz-Bullón, Associate professor, Department of Business Administration, Charles III University of Madrid, Spain
1. Strategic management basics
2. Marketing-inspired strategic thinking
Case 2.1: Miele
3. The industrial organization approach
Case 3.1: Tunnock
4. The resource-based view
Case 4.1: McDonald's
5. Agency theory and shareholder value
Case 5.1: BP Plc.
6. Stakeholders and organizational politics
Case 6.1: Apple
7. Institutional theory and organizational culture
Case 7.1: Google’s driverless car
8. Similarities, differences, and underlying assumptions
Case 8.1: BlackBerry
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