Competitive Strategy Dynamics
Competitive Strategy Dynamics
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竞争策略动态
DOI：
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发表时间：
2002
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影响因子：
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通讯作者：
K. Warren
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文献类型：
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作者：
K. Warren
前言。致谢。第一部分：入门。1.关键路径：动力学的意义。战略资源和绩效。评估企业及其战略的问题。行业因素和公司业绩。2.战略资源是企业绩效的燃料。更加注重战略资源。已知的资源和可持续性能。SWOT分析缺乏稳妥战略的基础。赢得并保留资源。定义和衡量资源及其流动。3.获得具体的量化变化。量化！？标度、变化率和时间图的重要性。添加资源块。激发和开发潜在资源。在企业内部开发资源。使用时间图表来估计资源开发。工作人员发展的说明性场景。开发公司以外的资源。相关方法未能解释企业业绩。4.构建机器加强资源之间的反馈。目前在企业内外建立联系的方法。谁拥有了，谁就会得到补充资源的力量。资源的相互依赖是品牌建设中自我强化的范例。强化反馈指数增长的魔力(但也有崩溃的危险)。完善品牌资源体系，限制潜在资源、资源损失和管理决策。大多数资源不需要耗尽来建造其他资源。要清楚收入和成本的来源。资源动态和价值链分析。一个重振针织品牌的实际例子。5.去掉平衡反馈的刹车会阻碍增长。认识到平衡反馈。银行业例子的进一步发展。自我平衡资源。关于电子表格、系统动力学和仿真建模的说明。6.设计系统执行的战略架构。汽车制造行业新产品开发的行业范例。获取战略架构的七个步骤流程。战略架构：诊断性能挑战。第二部分：进一步的概念。7.软性要素的硬面无形资源的力量。无形资源的特点和影响。衡量无形资源。间接资源，反映人们对S关心的问题的感受或期望。资源属性。将无形资源整合到战略架构中。8.进入竞争的动力之战。第一类竞争：开发潜在客户。类型2：争夺竞争对手的客户。类型3竞争：争夺对共享客户的销售。简化多个竞争对手的动态：战略集团。将竞争扩大到客户以外的资源。9.建立执行能力。衡量能力。学习就是能力建设。处理性能动态分析中的能力的过程。功能对整个业务性能的影响。从团队学习到组织学习。领导团队能力。10.保持车轮在路上，指导战略的动态。管理单一资源的目标和控制结构。剖析政策之间的干预。相互冲突的目标。对人类决策的限制。目标和政策之间的干扰。目标、控制和平衡计分卡(BSC)。对战略计划进行评估的图解。11.现行策略概念的进一步发展。其他公司层面的战略框架。行业层面的战略方法。战略过程。来自资源系统的更多机会接近公司层面的战略。附录。参考资料。索引。
Preface. Acknowledgments. Part I: Getting Started. 1. The Critical Path the Meaning of Dynamics . Strategic resources and performance. The problem of valuing businesses and their strategies. Industry factors and firm performance. 2. Strategic Resources the Fuel of Firm Performance. A sharper focus on strategic resources. What is already known about resources and sustained performance. SWOT analysis a poor basis for sound strategy. Winning and keeping resources. Defining and measuring resources and their flows. 3. Getting Specific Quantifying Change. Get quantitative!?the importance of scale, rates of change, and time charts. Adding lumps of resource. Stimulating and exploiting potential resources. Developing resources within the business. Using time charts to estimate resource development. An illustrative scenario for staff development. Developing resources beyond the firm. The failure of correlation methods to explain business performance. 4. Building the Machine Reinforcing Feedback between Resources. Current approach to linkages within and beyond the business. To he who hath shall be given the strength of complementary resources. Resource interdependence an example of self reinforcement in brand building. Reinforcing feedback the magic of exponential growth (but dangers of collapse). Completing the resource system in brands adding limits to potential resources, resource losses, and management decisions. Most resources need not be depleted to build others. Be clear where revenues and costs arise. Resource dynamics and value chain analysis. A practical example rejuvenating a knitwear brand. 5. Removing the Brakes Balancing Feedback Holds Back Growth. Recognizing balancing feedback. Further developments of the banking example. Self balancing resources. A note on spreadsheets, system dynamics, and simulation modeling. 6. The Strategic Architecture Designing the System to Perform. Industry example new product development in car manufacture. A seven step process for capturing the Strategic Architecture. Strategic Architecture: diagnosing performance challenges. Part II: Further Concepts. 7. The Hard Face of Soft Factors the Power of Intangible Resources. Features and impact of intangible resources. Measuring intangible resources. Indirect resources, reflecting people s feelings or expectations regarding issues that concern them. Resource attributes. Integrating intangible resources into the strategic architecture. 8. Into Battle the Dynamics of Rivalry. Type 1 rivalry: developing potential customers. Type 2 rivalry: capturing rivals customers. Type 3 rivalry: competing for sales to shared customers. Simplifying multi competitor dynamics: Strategic Groups. Extending rivalry to resources other than customers. 9. Building the Capability to Perform. Measuring capabilities. Learning as capability building. A process for dealing with capabilities in analyzing performance dynamics. The impact of capabilities on performance of the entire business. From team learning to organizational learning. Leadership team competence. 10. Keeping the Wheels on the Road Steering the Dynamics of Strategy. Managing a single resource the goal and control structure. Dissecting interference between policies. Conflicting goals. Limits to human decision making. Interference between goals and policies. Goals, controls and the Balanced Scorecard (BSC). Illustration of valuing a strategic initiative. 11. Further Developments on Existing Strategy Concepts. Other firm level strategy frameworks. Industry level approaches to strategy. The strategy process. Further opportunities from a resource system approach corporate level strategy. Appendix. References. Index.