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Strategy in Context represents a pragmatic and novel approach to competitive strategy and strategic thinking. It makes use of numerous examples across the public and private sectors to demonstrate strategy from three dimensions-external context, internal context, and an organisation-specific context.
List of contents
1. Introducing the Strategy Concept, 2. Thinking Strategically and the 'Why' of Strategy, 3. Macro and Industry Contexts, 4. Industry Contexts - the 'where' of strategy, 5. The 'how' of Strategy: resources, capabilites and culture, 6. Protecting Resources and Capability Advantages, 7. Overcoming Inertia to Change Capabilities, 8. Organisational Learning, Ambidexterity and Strategic Innovation, 9. Making the Value Proposition a Viable Business Model, 10. The 'What' of Strategy: Viable and Valuable Strategic Alternatives, 11. Evaluating the 'What' of Strategy, 12. Strategic Contexts: When Specific Circumstances Matter
About the author
Marc Day is Professor of Strategy and Operations Management at Henley Business School, University of Reading, UK.
Summary
Strategy in Context represents a pragmatic and novel approach to competitive strategy and strategic thinking. It makes use of numerous examples across the public and private sectors to demonstrate strategy from three dimensions–external context, internal context, and an organisation-specific context.
