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内容大纲
本书从全球视角阐释了战略管理的主要内容，案例广泛深入，专栏内容丰富，写作方式简明，有助于读者积极有效地学习。全书聚焦绿色战略与可持续发展及商业模式，以合理的架构指引读者学习复杂的主题。
第7版的重要更新包括：
精心选编的案例资料，展现全球战略管理的最新实践。
大型综合性案例，介绍欧洲大型航空公司、全球啤酒市场和汽车市场等的全新战略决策。
以计划和涌现视角探讨分析战略管理理论。 -
作者介绍
理查德·林奇(Richard Lynch)，英国密德萨斯大学战略管理教授。林奇教授是一位活跃的研究人员、高校教师和实践顾问，尤以全球战略和可持续战略著称。曾在一些著名公司从事营销和公司战略工作，后成立自己的战略顾问公司。1999年开始全职从事高等教育工作。撰写多部关于战略管理和国际营销的著作，在学术期刊上发表多篇文章。 -
目录
About the seventh edition
PART 1 Introduction
1 Strategic management
Introduction
1.1 What is strategic management
1.2 The main topics covered in strategy
1.3 Core areas of strategic management
1.4 Context, content and process
1.5 Process: linking the three core areas
Critical reflection
Summary
Questions
2 A review of theory and practice
Introduction
2.1 Prescriptive strategic management in theory
and practice
2.2 Emergent strategic management in theory
and practice
2.3 Some prescriptive theories of strategic
management
2.4 Some emergent theories of strategic
management
2.5 The purpose of the organisation
shareholders, stakeholders and 'above
average returns
Critical reflection
Summary
Questions
PART 2 Strategic analysis and purpose
3 Analysing the strategic environment
Introduction
3.1 Exploring the competitive environment
3.2 Strategic environment - the basics
3.3 Degree of turbulence in the environment
3.4 Analysing the general environment
3.5 Analysing the stages of market growth
3.6 Key factors for success in an industry
3.7 Analysing the competitive industry
environment - the contribution of Porter
3.8 Analysing the co-operative environment
3.9 Analysing one or more immediate
competitors in depth
3.10 Analysing the customer and market
segmentation
Critical reflection
Summary
Questions
4 Analysing resources and capabilities
Introduction
4.1 Analysing resources and capabilities
4.2 Why does an organisation possess any
resources at all? The make-or-buy decision
4.3 Resource analysis and adding value
4.4 Adding value:the value chain and the value
system - the contribution of Porter
4.5 Resource analysis and competitive
advantage - the resource-based view (RBV)
4.6 Identifying which resources and capabilities
deliver sustainable competitive advantage
4.7 Resource and capability analysis - improving
competitive advantage
4.8 Analysing other important company
resources: especially human resources
Critical reflection
Summary
Questions
5 Strategy dynamics
Introduction
5.1 Developing a dynamic business framework
5.2 The dynamics of an organisation's changing
and uncertain environment
5.3 Dynamic strategies in fast-moving markets
5.4 The dynamics of resource development
5.5 Aggressive competitive strategies
5.6 The dynamics of co-operation strategies
5.7 Strategy dynamics using game theory
Critical reflection
Summary
Questions
6 Prescriptive purpose delivered through
mission, objectives and ethics
Introduction
6.1 Shaping the purpose of the organisation
……
Part 3 Developing the strategy
Part 4 The implementation process
Part 5 Different strategy contexts and business models
Part 6 Integrative and longer case studies
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