Technological Forces Technology forces is widely recognised by various literatures on strategic management (Capron and Glazer, 1987; Johnson and Scholes, 1993; Jan, 2002), as part of the organization and the industry part of the model as it is used for the creation of competitive advantage. Each year, integrated circuits and other electronic components become better, faster, and cheaper, providing opportunities for improving existing computers as well as designing a new kind. As computer comprises
Pics/Corbis Strategic Management Inputs Strategic Management and Strategic Competitiveness, 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis, 32 The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages, 68 Strategic Management and Strategic Competitiveness Studying this chapter should provide you with the strategic management knowledge needed to: 1. Deﬁne strategic competitiveness, strategy,
Instructor’s Manual Exploring Strategy Ninth edition Gerry Johnson Richard Whittington Kevan Scholes Steve Pyle For further instructor material please visit: www.pearsoned.co.uk/mystrategylab ISBN: 978-0-273-73557-1 (printed) ISBN: 978-0-273-73552-6 (web) Pearson Education Limited 2011 Lecturers adopting the main text are permitted to download and photocopy the manual as required. Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies
and 15 case examples which have been chosen to enlarge speciﬁc issues in the text and/or provide practical examples of how business and public sector organisations are managing strategic issues. The case studies which follow allow the reader to extend this linking of theory and practice further by analysing the strategic issues of speciﬁc organisations in much greater depth – and often providing ‘solutions’ to some of the problems or difﬁculties identiﬁed in the case. There
POLITICS…page 90 WHEN YOUR CORE BUSINESS IS DYING…page 66 Y GE SE PA IN DS CK R M WA A 53 www.hbr.org April 2007 58 What Your Leader Expects of You Larry Bossidy 66 Finding Your Next Core Business Chris Zook 78 Promise-Based Management: The Essence of Execution Donald N. Sull and Charles Spinosa 90 The Leadership Team: Complementary Strengths or Conﬂicting Agendas? Stephen A. Miles and Michael D. Watkins 100 Avoiding Integrity Land Mines Ben W. Heineman, Jr.
Brown Howe School of Technology Management, Stevens Institute of Technology Daniel W. DeHayes Kelley School of Business, Indiana University Jeffrey A. Hoffer School of Business Administration, The University of Dayton E. Wainright Martin Kelley School of Business, Indiana University