This new book explores how firms achieve competitive advantage in a disruptive, digital and globalized business landscape.

An integrative framework, ‘The Four Rs of Competitive Success’, is introduced, which covers the four core pillars of global strategy: resources and capabilities, technology and innovation (recombination), internationalization and international markets (reach), and physical and virtual location (roots). It then explains how competitive advantage is achieved through an interaction of these four drivers against the backdrop of a globalized and digitized world. It is uniquely practical in its approach, combining theoretical understanding with international case studies and real-life examples throughout each chapter, including Apple, IKEA and Microsoft.

Unlocking Strategic Innovation is concise, applied reading for postgraduate students studying international business, corporate strategy, innovation and digital strategy, as well as academics in the field. It will also be important reading for practitioners looking to gain further understanding of how firms compete and flourish in a global and technology-driven environment.

This new book explores how firms achieve competitive advantage in a disruptive, digital and globalized business landscape.

An integrative framework, ‘The Four Rs of Competitive Success’, is introduced, which covers the four core pillars of global strategy: resources and capabilities, technology and innovation (recombination), internationalization and international markets (reach), and physical and virtual location (roots). It then explains how competitive advantage is achieved through an interaction of these four drivers against the backdrop of a globalized and digitized world. It is uniquely practical in its approach, combining theoretical understanding with international case studies and real-life examples throughout each chapter, including Apple, IKEA and Microsoft.

Unlocking Strategic Innovation is concise, applied reading for postgraduate students studying international business, corporate strategy, innovation and digital strategy, as well as academics in the field. It will also be important reading for practitioners looking to gain further understanding of how firms compete and flourish in a global and technology-driven environment.

Strategy is essentially about achieving organisational success. Growth, Adaptation, Resilience, and Competition (GARC) is a general framework that helps organisations think creatively about attaining success and acknowledges the reality that there is no one single criteria for success. What drives and defines organisational success? Using the path- breaking GARC framework, this book provides an answer to this important question. Combining practice with theory, the reversal of the conventional ‘theory with practice’ idea being intentional, one of the standout features of this book is that it articulates business heuristics for each of the drivers of success along with guidelines on how to use them. To illustrate the empirical grounding of the theoretical aims, the authors connect multiple real- life business cases to each of the four GARC dimensions. This book will therefore be of value to researchers, academics, practitioners, and advanced students in the fields of strategy, organisational studies, and management.

Strategy is essentially about achieving organisational success. Growth, Adaptation, Resilience, and Competition (GARC) is a general framework that helps organisations think creatively about attaining success and acknowledges the reality that there is no one single criteria for success. What drives and defines organisational success? Using the path- breaking GARC framework, this book provides an answer to this important question. Combining practice with theory, the reversal of the conventional ‘theory with practice’ idea being intentional, one of the standout features of this book is that it articulates business heuristics for each of the drivers of success along with guidelines on how to use them. To illustrate the empirical grounding of the theoretical aims, the authors connect multiple real- life business cases to each of the four GARC dimensions. This book will therefore be of value to researchers, academics, practitioners, and advanced students in the fields of strategy, organisational studies, and management.

This book offers a fresh approach to strategy by examining the idea of Optionality. Optionality is the right, but not the obligation, to take an action. Built on historic military tactics, static engineering principles, and equilibrium-seeking economics, conventional strategic-thinking suffers some weaknesses, principal of which is its inability to deal with conditions of high uncertainty. This book begins by dividing the business landscape into three distinct domains; (1) Fragile, (2) Robust, and (3) Long-shot (FRL), which alert us to the context-specificity of strategy tools, before suggesting that theoretical lenses are required to understand and implement strategy in VUCA (Volatile, Uncertain, Complex, and Ambiguous) domains. The authors explore the concept and methodology of Optionality in order to demonstrate how it can be used in conjunction with existing strategy tools in order to achieve competitive success. It will be of great interest to academics and students of strategyand innovation.

This new book explores how firms achieve competitive advantage in a disruptive, digital and globalized business landscape.

An integrative framework, ‘The Four Rs of Competitive Success’, is introduced, which covers the four core pillars of global strategy: resources and capabilities, technology and innovation (recombination), internationalization and international markets (reach), and physical and virtual location (roots). It then explains how competitive advantage is achieved through an interaction of these four drivers against the backdrop of a globalized and digitized world. It is uniquely practical in its approach, combining theoretical understanding with international case studies and real-life examples throughout each chapter, including Apple, IKEA and Microsoft.

Unlocking Strategic Innovation is concise, applied reading for postgraduate students studying international business, corporate strategy, innovation and digital strategy, as well as academics in the field. It will also be important reading for practitioners looking to gain further understanding of how firms compete and flourish in a global and technology-driven environment.

This new book explores how firms achieve competitive advantage in a disruptive, digital and globalized business landscape.

An integrative framework, ‘The Four Rs of Competitive Success’, is introduced, which covers the four core pillars of global strategy: resources and capabilities, technology and innovation (recombination), internationalization and international markets (reach), and physical and virtual location (roots). It then explains how competitive advantage is achieved through an interaction of these four drivers against the backdrop of a globalized and digitized world. It is uniquely practical in its approach, combining theoretical understanding with international case studies and real-life examples throughout each chapter, including Apple, IKEA and Microsoft.

Unlocking Strategic Innovation is concise, applied reading for postgraduate students studying international business, corporate strategy, innovation and digital strategy, as well as academics in the field. It will also be important reading for practitioners looking to gain further understanding of how firms compete and flourish in a global and technology-driven environment.

Strategy is essentially about achieving organisational success. Growth, Adaptation, Resilience, and Competition (GARC) is a general framework that helps organisations think creatively about attaining success and acknowledges the reality that there is no one single criteria for success. What drives and defines organisational success? Using the path- breaking GARC framework, this book provides an answer to this important question. Combining practice with theory, the reversal of the conventional ‘theory with practice’ idea being intentional, one of the standout features of this book is that it articulates business heuristics for each of the drivers of success along with guidelines on how to use them. To illustrate the empirical grounding of the theoretical aims, the authors connect multiple real- life business cases to each of the four GARC dimensions. This book will therefore be of value to researchers, academics, practitioners, and advanced students in the fields of strategy, organisational studies, and management.

Strategy is essentially about achieving organisational success. Growth, Adaptation, Resilience, and Competition (GARC) is a general framework that helps organisations think creatively about attaining success and acknowledges the reality that there is no one single criteria for success. What drives and defines organisational success? Using the path- breaking GARC framework, this book provides an answer to this important question. Combining practice with theory, the reversal of the conventional ‘theory with practice’ idea being intentional, one of the standout features of this book is that it articulates business heuristics for each of the drivers of success along with guidelines on how to use them. To illustrate the empirical grounding of the theoretical aims, the authors connect multiple real- life business cases to each of the four GARC dimensions. This book will therefore be of value to researchers, academics, practitioners, and advanced students in the fields of strategy, organisational studies, and management.

This book offers a fresh approach to strategy by examining the idea of Optionality. Optionality is the right, but not the obligation, to take an action. Built on historic military tactics, static engineering principles, and equilibrium-seeking economics, conventional strategic-thinking suffers some weaknesses, principal of which is its inability to deal with conditions of high uncertainty. This book begins by dividing the business landscape into three distinct domains; (1) Fragile, (2) Robust, and (3) Long-shot (FRL), which alert us to the context-specificity of strategy tools, before suggesting that theoretical lenses are required to understand and implement strategy in VUCA (Volatile, Uncertain, Complex, and Ambiguous) domains. The authors explore the concept and methodology of Optionality in order to demonstrate how it can be used in conjunction with existing strategy tools in order to achieve competitive success. It will be of great interest to academics and students of strategyand innovation.