Table of Contents
Chapter 1: Introduction – the nature of strategic management.........................................................................10
1. The nature of strategy / Five P’s................................................................................................................... 10
1.1. Strategy as a plan.................................................................................................................................. 10
1.2. Strategy as a position............................................................................................................................ 10
1.3. Strategy as a perspective...................................................................................................................... 10
1.4. Strategy as a ploy.................................................................................................................................. 11
1.5. Strategy as a pattern.............................................................................................................................. 11
2. Measurements of strategic success.............................................................................................................. 11
3. Perspectives on managing stratecically........................................................................................................ 11
3.1. The inside-out perspective..................................................................................................................... 11
3.2. Resource-based and dynamic capabilities viewpoints...........................................................................12
3.3. The outside-in perspective..................................................................................................................... 12
4. Tests for a winning strategy.......................................................................................................................... 12
3. A strategic approach to sustainable organisation......................................................................................... 15
4. The business case and institutional drivers.................................................................................................. 15
4.1. The business case as a response to critics and sceptics.......................................................................15
4.2. Key elements of the business case for CSR and sustainable organisation...........................................16
4.3. The business case is multifaceted......................................................................................................... 16
4.4. Ethics and institutions as drivers of the sustainable organisaion...........................................................16
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5. The role of leadership................................................................................................................................... 17
1. Strategic direction framework....................................................................................................................... 20
3.2. Characteristics of an effectively worded vision statement......................................................................21
3.3. Common shortcoming in company vision statements............................................................................22
3.4. The visionary process............................................................................................................................ 22
4.2. Components of a mission statement...................................................................................................... 23
4.3. Content of a mission statement............................................................................................................. 24
4.4. Formulating the mission statement........................................................................................................ 24
5. Value Statement........................................................................................................................................... 24
6. Stakeholder analysis and its purpose........................................................................................................... 24
8. Exam questions on the topic......................................................................................................................... 29
7. Exam questions on the chapter.................................................................................................................... 46
2. Industry analysis........................................................................................................................................... 51
2.1. Defining the industry.............................................................................................................................. 51
3. Industry key success factors......................................................................................................................... 51
3.1. Industry key success factors in mature and declining industries............................................................52
3.2. Industry key success factors in technology-intensive industries............................................................53
3.3. Industry key success factors in not-for-profit settings............................................................................53
4. Basic forms of competition............................................................................................................................ 54
5. Porter’s five forces........................................................................................................................................ 54
5.1. The Porter’s five forces framework........................................................................................................ 55
5.2. Limitations to the five forces model........................................................................................................ 56
6. The value net – Complementary relationships..............................................................................................56
7. Industry regulation as a competitive force..................................................................................................... 58
8. Industry evolution – Competition over time................................................................................................... 58
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8.1. Development phase:.............................................................................................................................. 58
3.4. People barrier...................................................................................................................................... 109
3.4. Western Leadership............................................................................................................................. 114
4. The role/tasks of strategic leaders.............................................................................................................. 114
4.1. Set organisational direction.................................................................................................................. 114
4.2. Leadership to drive the strategy........................................................................................................... 115
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4.3. Staff the organisation and manage social capital.................................................................................115
4.4. Build and use distinctive organisational capabilities.............................................................................115
2.1. Types of culture................................................................................................................................... 125
2.2. Role of organisational culture in the strategic management process...................................................125
3.1. Organisational architecture and organisational alignment in strategic implementation........................126
3.2. Components of the Lee, Venter and Bates (2004) model for organisational architecture....................126
3.3. Processes are central to the organisational architecture and are instrumental in delivering the
capabilities.................................................................................................................................................. 127
4.1. Role of rewards in strategy implementation.........................................................................................131
4.2. Different types of reward...................................................................................................................... 131
4.3. Principles associated with a strategically aligned reward systems.......................................................132
Chapter 14: Strategic performance management and control........................................................................134
1. ‘Strategic control’, and the two greatest challenges associated with it........................................................135
2. Types of Strategic control methodologies and approaches........................................................................135
2.3. Special alert control............................................................................................................................. 136
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