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    1. Ekonomi och Ledarskap
    2. Ledarskapsböcker

    Strategic Analytics

    Integrating Management Science and Strategy

    AvMartin Kunc

    Inbunden, Engelska, 2018

    937 kr

    Tillfälligt slut

    Fler format och utgåvor

    E-bok

    1 462 kr

    E-bok

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    Inbunden

    1 266 kr

    E-bok

    1 511 kr

    E-bok

    1 511 kr

    Beskrivning

    Defines common ground at the interface of strategy and management science and unites the topics with an original approach vital for strategy students, researchers and managersStrategic Analytics: Integrating Management Science and Strategy combines strategy content with strategy process through the lenses of management science, masterfully defining the common ground that unites both fields. Each chapter starts with the perspective of a certain strategy problem, such as competition, but continues with an explanation of the strategy process using management science tools such as simulation. Facilitating the process of strategic decision making through the lens of management science, the author integrates topics that are usually in conflict for MBAs: strategy and quantitative methods. Strategic Analytics features multiple international real-life case studies and examples, business issues for further research and theory review questions and exercises at the end of each chapter.Strategic Analytics starts by introducing readers to strategic management. It then goes on to cover: managerial capabilities for a complex world; politics, economy, society, technology, and environment; external environments known as exogenous factors (PESTE) and endogenous factors (industry); industry dynamics; industry evolution; competitive advantage; dynamic resource management; organisational design; performance measurement system; the life cycle of organisations from start-ups; maturity for maintaining profitability and growth; and finally, regeneration.  Developed from the author's own Strategy Analytics course at Warwick Business School, personal experience as consultant, and in consultation with other leading scholarsUses management science to facilitate the process of strategic decision makingChapters structured with chapter objectives, summaries, short case studies, tables, student exercises, references and management science modelsAccompanied by a supporting websiteAimed at both academics and practitioners, Strategic Analytics is an ideal text for postgraduates and advanced undergraduate students of business and management.

    Produktinformation

    • Utgivningsdatum:2018-11-16
    • Mått:158 x 231 x 23 mm
    • Vikt:612 g
    • Format:Inbunden
    • Språk:Engelska
    • Antal sidor:400
    • Förlag:John Wiley & Sons Inc
    • ISBN:9781118907184

    Utforska kategorier

    • Ledarskapsböcker inom Ekonomi och Ledarskap

    Mer om författaren

    MARTIN KUNC, PhD, is Professor of Business Analytics/Management Science at Southampton Business School, University of Southampton. He is a member of Operational Research Society, INFORMS System Dynamics Society, and Arthur Andersen Alumni. Martin Kunc has extensive experience in consulting and published more than 50 articles.

    Innehållsförteckning

    • About the Companion website xi1 Introduction to Strategic Analytics 11.1 What is Analytics? 31.2 What is Management Science? 101.3 What is Information Technology: New Challenges? 181.4 What is Strategic Management? 221.4.1 What are the Characteristics of Strategic Problems? 241.5 Strategy Analytics: Integrating Management Science with Strategic Management 28References 312 Dynamic Managerial Capabilities for a Complex World Under Big Data 352.1 Dynamic Managerial Capabilities 362.1.1 Task Dimension 372.1.2 Cognitive Dimension 392.1.3 Behavior Dimension 392.2 Integrating Management Science and Strategic Management: Managers as Modelers 422.2.1 Modeling 432.2.2 Behavior with and Beyond Models 442.2.3 Modeling Systems 452.2.4 Big Data Analytics Capabilities 472.3 End of Chapter 482.3.1 Revision Questions 492.3.2 Case Study: The Future of Strategizing 49References 50Further Reading 543 External Environment: Political, Economic, Societal, Technological and Environmental Factors 553.1 The PESTE Analysis 573.1.1 Limitations of PESTE Analysis 583.2 Integrating Management Science in the Strategic Management Process 613.2.1 Achieving Consistency in PESTE Analysis Using the Analytic Hierarchy Process 653.2.2 Understanding the Evolution of PESTE Factors Using Visualization Analytics 733.3 End of Chapter 743.4.1 Revision Questions 753.4.2 Case Study: Westmill Co‐op and the Rise of Renewable Energy 75References 76Further Reading 784 Industry Dynamics 794.1 Defining the Industry 804.2 Porter’s Five Forces and Industry Dynamics 804.2.1 Bargaining Power of Suppliers 814.2.2 Bargaining Power of Buyers 824.2.3 Substitutes 834.2.4 Threat of New Entrants 844.2.5 Intensity of Rivalry 854.2.6 Strategic Issues Derived from Five Forces Analysis 864.3 Integrating Management Science into Strategic Management 914.3.1 Revenue Management 914.3.2 Evaluating Competitors’ Performance in the Market Using Text Mining 964.4 End of Chapter 984.4.1 Revision Questions 994.4.2 Case Study: Strategic Evaluation of Entering in a New Market as a Low‐cost Airline Using System Dynamics Modeling 1004.4.2.1 Describing the Key Strategic Aspects of a Business Using a System Dynamics Model 1004.4.2.2 The easyJet Case 100References 105Further Reading 1075 Industry Evolution 1095.1 Dynamic Behavioral Model of Industry Evolution 1135.1.1 Industries as Feedback Systems 1145.1.2 A Behavioral Model of Organizations 1155.1.3 Dynamic Behavioral Model of Industry Evolution 1185.1.4 Types of Dynamic Behavior and Strategic Implications on the Evolution of Industries 1195.2 Integrating Management Science into Strategic Management 1255.2.1 Exploring Industry Evolution Using System Dynamics 1265.2.2 Understanding How the Levels of Integration/Interaction Between Companies Affect the Evolution of Companies Using NKC Models 1335.2.2.1 Insights from the Model 1355.2.3 Uncovering the Evolution of the Technology in an Industry Using Latent Topic Modeling 1365.3 End of Chapter 1375.3.1 Revision Questions 1395.3.2 Case Study: The Rise of Smartphones and its Impact on the Camera Industry 139References 141Further Reading 1436 Competitive Advantage: Static Analysis 1456.1 The Direction of a Company: Vision and Mission 1466.2 Defining Value and Market Segmentation 1466.3 Mapping the Activities to Deliver Value 1496.3.1 Value Chain 1496.3.2 Activity System Map 1516.3.3 Business Model Canvas 1526.4 Type of Business Strategies 1546.4.1 Cost Advantage 1546.4.2 Differentiation Advantage 1546.4.3 Blue Ocean Strategy 1576.5 Integrating Management Science into Strategic Management 1606.5.1 Uncovering Market Segments Using Analytics Tools: Market Basket Transactions Analysis 1606.6 End of Chapter 1666.6.1 Revision Questions 1666.6.2 Case Study: Revisiting Porter’s Generic Strategies Using System Dynamics 1676.6.2.1 The Model 169References 175Futher Reading 1767 Dynamic Resource Management 1777.1 Resources and Capabilities 1787.2 Resource Management 1807.2.1 Resource Conceptualization 1817.2.2 Resource Development 1867.2.3 Business Performance 1877.3 Integrating Management Science into Strategic Management 1897.3.1 Resource Conceptualization Using Resource Mapping (as a Problem Structuring Method) 1897.3.2 Resource Development Using Resource Mapping, System Dynamics and Scenarios 1947.3.3 Resource Development Under Uncertainty Using Decision Trees 1967.3.4 Developing Decision Trees from Big Data 2027.3.5 Inferring Business Performance from Management Science Methods 2037.4 End of Chapter 2047.4.1 Revision Questions 2057.4.2 Case Study: Majestic Wines 205References 208Futher Reading 2108 Organizational Design 2118.1 Organizational Components 2128.1.1 Structure 2128.1.2 Processes 2158.2 Integrating Management Science into Strategic Management 2178.2.1 Network Analysis for Organizational Structure Design 2178.2.2 Business Process Modeling 2228.2.3 Improving Manufacturing Productivity Using Predictive Analytics 2278.3 End of Chapter 2278.3.1 Revision Questions 2298.3.2 Case Study: Improving Processes in Health Services Using Simulation 229References 233Futher Reading 2359 Performance Measurement System 2379.1 Measuring Financial Performance 2409.2 Strategic Controls 2439.3 Integrating Management Science into Strategic Management 2449.3.1 Causal Models to Design Performance Management Systems 2459.3.2 Implementing the Performance Management System: Analyzing, Reviewing, and Reporting Performance Data – the Role of Analytics 2569.4 End of Chapter 2579.4.1 Revision Questions 2619.4.2 Case Study: The Impact of Performance Measurement Systems Adoption in Business Performance: the Shipping IndustryCase 262References 267Futher Reading 26910 Start‐ups 27110.1 The Components of a Business Plan for a Start‐up 27410.1.1 Management 27410.1.2 Market 27810.1.3 Product/Service and Business Processes 27910.1.4 Organization Design and Resources 28110.2 Financial Management 28410.3 Integrating Management Science into Strategic Management 29310.3.1 Monte Carlo Simulation 29310.4 End of Chapter 29810.4.1 Revision Questions 30010.4.2 Case Study: Designing the Next Boutique Winery 300References 303Futher Reading 30511 Maturity 30711.1 Strategies for Mature Organizations 31011.1.1 Concentrated Growth, and Market and Product Development 31011.1.2 Integration 31411.1.3 Diversification 31711.1.4 Associations with Other Companies: Joint Venture, Strategic Alliances and Consortia 32011.2 Integrating Management Science into Strategic Management 32311.2.1 Linear Optimization 32411.2.2 Extensions in Linear Programming 32611.2.3 Making the Integration of Organizations Reality Through Internet of Things and Analytics 32811.3 End of Chapter 32911.3.1 Revision Questions 33011.3.2 Case Study: Choosing the Right Set of Capabilities – Development Projects to Achieve Multiple Organization Goals 330References 338Futher Reading 34012 Regeneration 34312.1 Strategies for Regenerating Organizations 34612.1.1 Innovation 34612.1.2 Turnaround 34812.1.3 Ambidextrous Strategies 35212.2 Integrating Management Science into Strategic Management 35612.2.1 New Product Development: the Use of Text Analytics 35612.2.2 Implementing Turnaround Strategies Using Data Envelopment Analysis: Identifying Operational Units for Either Improving or Pruning 35712.3 End of Chapter 36112.3.1 Revision Questions 36212.3.2 Case Study: Managing Strategic Change Successfully: the Role of Benefits Realization Management 363References 366Futher Reading 368Index 371