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BL
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| Record Number
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839872
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| Main Entry
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Kunc, Martin.
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| Title & Author
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Strategic Analytics : : Integrating Management Science to Strategy.
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| Publication Statement
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Newark :: John Wiley & Sons, Incorporated,, 2018.
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| Page. NO
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1 online resource (390 pages)
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| ISBN
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1118943511
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: 1118943686
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: 1118943694
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: 9781118943519
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: 9781118943687
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: 9781118943694
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1118907183
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9781118907184
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| Notes
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5.3.2 Case Study: The Rise of Smartphones and its Impact on the Camera Industry.
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| Contents
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Cover; Title Page; Copyright; Contents; About the Companion website; Chapter 1 Introduction to Strategic Analytics; 1.1 What is Analytics?; 1.2 What is Management Science?; 1.3 What is Information Technology: New Challenges?; 1.4 What is Strategic Management?; 1.4.1 What are the Characteristics of Strategic Problems?; 1.5 Strategy Analytics: Integrating Management Science with Strategic Management; References; Chapter 2 Dynamic Managerial Capabilities for a Complex World Under Big Data; 2.1 Dynamic Managerial Capabilities; 2.1.1 Task Dimension; 2.1.2 Cognitive Dimension.
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2.1.3 Behavior Dimension2.2 Integrating Management Science and Strategic Management: Managers as Modelers; 2.2.1 Modeling; 2.2.2 Behavior with and Beyond Models; 2.2.3 Modeling Systems; 2.2.4 Big Data Analytics Capabilities; 2.3 End of Chapter; 2.3.1 Revision Questions; 2.3.2 Case Study: The Future of Strategizing; References; Further Reading; Chapter 3 External Environment: Political, Economic, Societal, Technological and Environmental Factors; 3.1 The PESTE Analysis; 3.1.1 Limitations of PESTE Analysis; 3.2 Integrating Management Science in the Strategic Management Process.
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3.2.1 Achieving Consistency in PESTE Analysis Using the Analytic Hierarchy Process3.3 End of Chapter; 3.4.1 Revision Questions; 3.4.2 Case Study: Westmill Co-op and the Rise of Renewable Energy; References; Further Reading; Chapter 4 Industry Dynamics; 4.1 Defining the Industry; 4.2 Porter's Five Forces and Industry Dynamics; 4.2.1 Bargaining Power of Suppliers; 4.2.2 Bargaining Power of Buyers; 4.2.3 Substitutes; 4.2.4 Threat of New Entrants; 4.2.5 Intensity of Rivalry; 4.2.6 Strategic Issues Derived from Five Forces Analysis; 4.3 Integrating Management Science into Strategic Management.
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4.3.1 Revenue Management4.3.2 Evaluating Competitors' Performance in the Market Using Text Mining; 4.4 End of Chapter; 4.4.1 Revision Questions; 4.4.2 Case Study: Strategic Evaluation of Entering in a New Market as a Low-cost Airline Using System Dynamics Modeling; 4.4.2.1 Describing the Key Strategic Aspects of a Business Using a System Dynamics Model; 4.4.2.2 The easyJet Case; References; Further Reading; Chapter 5 Industry Evolution; 5.1 Dynamic Behavioral Model of Industry Evolution; 5.1.1 Industries as Feedback Systems; 5.1.2 A Behavioral Model of Organizations.
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5.1.3 Dynamic Behavioral Model of Industry Evolution5.1.4 Types of Dynamic Behavior and Strategic Implications on the Evolution of Industries; 5.2 Integrating Management Science into Strategic Management; 5.2.1 Exploring Industry Evolution Using System Dynamics; 5.2.2 Understanding How the Levels of Integration/Interaction Between Companies Affect the Evolution of Companies Using NKC Models; 5.2.2.1 Insights from the Model; 5.2.3 Uncovering the Evolution of the Technology in an Industry Using Latent Topic Modeling; 5.3 End of Chapter; 5.3.1 Revision Questions.
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| Abstract
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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 scholars Uses management science to facilitate the process of strategic decision making Chapters structured with chapter objectives, summaries, short case studies, tables, student exercises, references and management science models Accompanied 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.
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| Subject
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Decision making.
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Management science.
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Strategic planning.
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Decision making.
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Management science.
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Strategic planning.
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| Dewey Classification
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658.4012
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| LC Classification
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HD30.25
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