Lecture 5: Strategic Implementation and Change Management

Business & Economics - Lecture 5: Strategic Implementation and Change Management - 24 slides

Explore Lecture 5: Strategic Implementation and Change Management, covering The lecture on MBA Strategic Management provides a comprehensive overview of the concepts, importance, and processes.

Topics Covered

  • Introduction to Strategic Management
  • Importance of Strategic Management
  • Key Concepts in Strategic Management
  • The Strategic Management Process
  • Value Chain Analysis
  • The Role of Corporate Strategy
  • Business-Level Strategy Explained
  • Resource-Based View of the Firm
  • Dynamic Capabilities Framework
  • Blue Ocean Strategy Explained
  • Corporate Social Responsibility in Strategy
  • Measuring Strategic Performance
  • Vision and Mission Statements
  • Setting Strategic Objectives
  • SWOT Analysis Overview
  • Conducting a SWOT Analysis
  • Porter's Five Forces Framework
  • Case Study: Successful Strategic Management
  • Case Study: Strategic Failures
  • Global Strategic Management
  • Cultural Considerations in Strategy
  • Innovation and Strategic Management
  • Summary of Key Takeaways
  • Conclusion and Final Thoughts

References

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  • Kaplan, R.S. and Norton, D.P. (1996) 'Balanced Scorecard'. Boston: HBS Press.
  • Porter, M.E. (1996). 'What is Strategy?' Harvard Business Review.
  • Johnson, G., Scholes, K., and Whittington, R. (2014) 'Exploring Strategy'. 10th edn. Pearson.
  • Porter, M.E. (1985) Competitive Advantage. New York: Free Press.
  • Mintzberg, H., Ahlstrand, B.W. and Lampel, J. (2005) Strategy Safari. Harlow: Pearson.
  • Barney, J. (1991) 'Firm Resources and Sustained Competitive Advantage,' Journal of Management, 17(1).
  • Teece, D.J., et al. (1997) 'Dynamic Capabilities and Strategic Management,' Strategic Management Journal, 18(7-8).
  • Kim, W.C. and Mauborgne, R. (2004) Blue Ocean Strategy. Boston: Harvard Business Review Press.
  • Porter, M.E., and Kramer, M.R. (2011) Creating Shared Value. Harvard Business Review.
  • Elkington, J. (1997) Cannibals with Forks: The Triple Bottom Line of 21st-Century Business. Oxford: Capstone.
  • Kaplan, R.S., and Norton, D.P. (1992) The Balanced Scorecard - Measures That Drive Performance. Harvard Business Review.
  • Bryson, J.M. (2018) Strategic Planning for Public and Nonprofit Organizations. 5th edn. Hoboken: Wiley.
  • Doran, G.T. (1981) 'There’s a SMART way to write management goals and objectives.' Management Review, 70(11), pp. 35-36.
  • Hill, T. and Westbrook, R. (1997) 'SWOT analysis: it's time for a product recall.' Long Range Planning, 30(1), pp. 46-52.
  • Ohno, T. (1978). Toyota Production System. Productivity Press.
  • Christensen, C.M. (1997). The Innovator’s Dilemma. Harvard Business Review Press.
  • Hofstede, G. (1980). Culture's Consequences. Sage Publications.
  • Teece, D.J., Pisano, G., & Shuen, A. (1997) 'Dynamic Capabilities and Strategic Management', Strategic Management Journal, 18(7), pp. 509–533.
  • Grant, R.M. (2016) Contemporary Strategy Analysis. 9th edn. West Sussex: Wiley.
  • Dyer, J.H., Godfrey, P., Jensen, R., and Bryce, D.J. (2017) Strategic Management. 3rd edn. Hoboken: Wiley.
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