Strategic Analytics : Integrating Management Science and Strategy.
Kunc, Martin.
Strategic Analytics : Integrating Management Science and Strategy. - 1st ed. - 1 online resource (390 pages)
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 -- 2.1.3 Behavior Dimension -- 2.2 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 -- 3.2.1 Achieving Consistency in PESTE Analysis Using the Analytic Hierarchy Process -- 3.3 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. 4.3.1 Revenue Management -- 4.3.2 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 -- 5.1.3 Dynamic Behavioral Model of Industry Evolution -- 5.1.4 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 -- 5.3.2 Case Study: The Rise of Smartphones and its Impact on the Camera Industry -- References -- Further Reading -- Chapter 6 Competitive Advantage: Static Analysis -- 6.1 The Direction of a Company: Vision and Mission -- 6.2 Defining Value and Market Segmentation -- 6.3 Mapping the Activities to Deliver Value -- 6.3.1 Value Chain -- 6.3.2 Activity System Map -- 6.3.3 Business Model Canvas -- 6.4 Type of Business Strategies -- 6.4.1 Cost Advantage -- 6.4.2 Differentiation Advantage -- 6.4.3 Blue Ocean Strategy -- 6.5 Integrating Management Science into Strategic Management -- 6.5.1 Uncovering Market Segments Using Analytics Tools: Market Basket Transactions Analysis. 6.6 End of Chapter -- 6.6.1 Revision Questions -- 6.6.2 Case Study: Revisiting Porter's Generic Strategies Using System Dynamics -- 6.6.2.1 The Model -- References -- Futher Reading -- Chapter 7 Dynamic Resource Management -- 7.1 Resources and Capabilities -- 7.2 Resource Management -- 7.2.1 Resource Conceptualization -- 7.2.2 Resource Development -- 7.2.3 Business Performance -- 7.3 Integrating Management Science into Strategic Management -- 7.3.1 Resource Conceptualization Using Resource Mapping (as a Problem Structuring Method) -- 7.3.2 Resource Development Using Resource Mapping, System Dynamics and Scenarios -- 7.3.3 Resource Development Under Uncertainty Using Decision Trees -- 7.3.4 Developing Decision Trees from Big Data -- 7.3.5 Inferring Business Performance from Management Science Methods -- 7.4 End of Chapter -- 7.4.1 Revision Questions -- 7.4.2 Case Study: Majestic Wines -- References -- Futher Reading -- Chapter 8 Organizational Design -- 8.1 Organizational Components -- 8.1.1 Structure -- 8.1.2 Processes -- 8.2 Integrating Management Science into Strategic Management -- 8.2.1 Network Analysis for Organizational Structure Design -- 8.2.2 Business Process Modeling -- 8.2.3 Improving Manufacturing Productivity Using Predictive Analytics -- 8.3 End of Chapter -- 8.3.1 Revision Questions -- 8.3.2 Case Study: Improving Processes in Health Services Using Simulation -- References -- Futher Reading -- Chapter 9 Performance Measurement System -- 9.1 Measuring Financial Performance -- 9.2 Strategic Controls -- 9.3 Integrating Management Science into Strategic Management -- 9.3.1 Causal Models to Design Performance Management Systems -- 9.3.2 Implementing the Performance Management System: Analyzing, Reviewing, and Reporting Performance Data - the Role of Analytics -- 9.4 End of Chapter -- 9.4.1 Revision Questions. 9.4.2 Case Study: The Impact of Performance Measurement Systems Adoption in Business Performance: the Shipping Industry Case -- References -- Futher Reading -- Chapter 10 Start-ups -- 10.1 The Components of a Business Plan for a Start-up -- 10.1.1 Management -- 10.1.2 Market -- 10.1.3 Product/Service and Business Processes -- 10.1.4 Organization Design and Resources -- 10.2 Financial Management -- 10.3 Integrating Management Science into Strategic Management -- 10.3.1 Monte Carlo Simulation -- 10.4 End of Chapter -- 10.4.1 Revision Questions -- 10.4.2 Case Study: Designing the Next Boutique Winery -- References -- Futher Reading -- Chapter 11 Maturity -- 11.1 Strategiesfor Mature Organizations -- 11.1.1 Concentrated Growth, and Market and Product Development -- 11.1.2 Integration -- 11.1.3 Diversification -- 11.1.4 Associations with Other Companies: Joint Venture, Strategic Alliances and Consortia -- 11.2 Integrating Management Science into Strategic Management -- 11.2.1 Linear Optimization -- 11.2.2 Extensions in Linear Programming -- 11.2.3 Making the Integration of Organizations Reality Through Internet of Things and Analytics -- 11.3 End of Chapter -- 11.3.1 Revision Questions -- 11.3.2 Case Study: Choosing the Right Set of Capabilities - Development Projects to Achieve Multiple Organization Goals -- References -- Futher Reading -- Chapter 12 Regeneration -- 12.1 Strategies for Regenerating Organizations -- 12.1.1 Innovation -- 12.1.2 Turnaround -- 12.1.3 Ambidextrous Strategies -- 12.2 Integrating Management Science into Strategic Management -- 12.2.1 New Product Development: the Use of Text Analytics -- 12.2.2 Implementing Turnaround Strategies Using Data Envelopment Analysis: Identifying Operational Units for Either Improving or Pruning -- 12.3 End of Chapter -- 12.3.1 Revision Questions. 12.3.2 Case Study: Managing Strategic Change Successfully: the Role of Benefits Realization Management -- References -- Futher Reading -- Index -- EULA.
9781118943694
Strategic planning.
Electronic books.
T56 .K863 2019
658.4012
Strategic Analytics : Integrating Management Science and Strategy. - 1st ed. - 1 online resource (390 pages)
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 -- 2.1.3 Behavior Dimension -- 2.2 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 -- 3.2.1 Achieving Consistency in PESTE Analysis Using the Analytic Hierarchy Process -- 3.3 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. 4.3.1 Revenue Management -- 4.3.2 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 -- 5.1.3 Dynamic Behavioral Model of Industry Evolution -- 5.1.4 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 -- 5.3.2 Case Study: The Rise of Smartphones and its Impact on the Camera Industry -- References -- Further Reading -- Chapter 6 Competitive Advantage: Static Analysis -- 6.1 The Direction of a Company: Vision and Mission -- 6.2 Defining Value and Market Segmentation -- 6.3 Mapping the Activities to Deliver Value -- 6.3.1 Value Chain -- 6.3.2 Activity System Map -- 6.3.3 Business Model Canvas -- 6.4 Type of Business Strategies -- 6.4.1 Cost Advantage -- 6.4.2 Differentiation Advantage -- 6.4.3 Blue Ocean Strategy -- 6.5 Integrating Management Science into Strategic Management -- 6.5.1 Uncovering Market Segments Using Analytics Tools: Market Basket Transactions Analysis. 6.6 End of Chapter -- 6.6.1 Revision Questions -- 6.6.2 Case Study: Revisiting Porter's Generic Strategies Using System Dynamics -- 6.6.2.1 The Model -- References -- Futher Reading -- Chapter 7 Dynamic Resource Management -- 7.1 Resources and Capabilities -- 7.2 Resource Management -- 7.2.1 Resource Conceptualization -- 7.2.2 Resource Development -- 7.2.3 Business Performance -- 7.3 Integrating Management Science into Strategic Management -- 7.3.1 Resource Conceptualization Using Resource Mapping (as a Problem Structuring Method) -- 7.3.2 Resource Development Using Resource Mapping, System Dynamics and Scenarios -- 7.3.3 Resource Development Under Uncertainty Using Decision Trees -- 7.3.4 Developing Decision Trees from Big Data -- 7.3.5 Inferring Business Performance from Management Science Methods -- 7.4 End of Chapter -- 7.4.1 Revision Questions -- 7.4.2 Case Study: Majestic Wines -- References -- Futher Reading -- Chapter 8 Organizational Design -- 8.1 Organizational Components -- 8.1.1 Structure -- 8.1.2 Processes -- 8.2 Integrating Management Science into Strategic Management -- 8.2.1 Network Analysis for Organizational Structure Design -- 8.2.2 Business Process Modeling -- 8.2.3 Improving Manufacturing Productivity Using Predictive Analytics -- 8.3 End of Chapter -- 8.3.1 Revision Questions -- 8.3.2 Case Study: Improving Processes in Health Services Using Simulation -- References -- Futher Reading -- Chapter 9 Performance Measurement System -- 9.1 Measuring Financial Performance -- 9.2 Strategic Controls -- 9.3 Integrating Management Science into Strategic Management -- 9.3.1 Causal Models to Design Performance Management Systems -- 9.3.2 Implementing the Performance Management System: Analyzing, Reviewing, and Reporting Performance Data - the Role of Analytics -- 9.4 End of Chapter -- 9.4.1 Revision Questions. 9.4.2 Case Study: The Impact of Performance Measurement Systems Adoption in Business Performance: the Shipping Industry Case -- References -- Futher Reading -- Chapter 10 Start-ups -- 10.1 The Components of a Business Plan for a Start-up -- 10.1.1 Management -- 10.1.2 Market -- 10.1.3 Product/Service and Business Processes -- 10.1.4 Organization Design and Resources -- 10.2 Financial Management -- 10.3 Integrating Management Science into Strategic Management -- 10.3.1 Monte Carlo Simulation -- 10.4 End of Chapter -- 10.4.1 Revision Questions -- 10.4.2 Case Study: Designing the Next Boutique Winery -- References -- Futher Reading -- Chapter 11 Maturity -- 11.1 Strategiesfor Mature Organizations -- 11.1.1 Concentrated Growth, and Market and Product Development -- 11.1.2 Integration -- 11.1.3 Diversification -- 11.1.4 Associations with Other Companies: Joint Venture, Strategic Alliances and Consortia -- 11.2 Integrating Management Science into Strategic Management -- 11.2.1 Linear Optimization -- 11.2.2 Extensions in Linear Programming -- 11.2.3 Making the Integration of Organizations Reality Through Internet of Things and Analytics -- 11.3 End of Chapter -- 11.3.1 Revision Questions -- 11.3.2 Case Study: Choosing the Right Set of Capabilities - Development Projects to Achieve Multiple Organization Goals -- References -- Futher Reading -- Chapter 12 Regeneration -- 12.1 Strategies for Regenerating Organizations -- 12.1.1 Innovation -- 12.1.2 Turnaround -- 12.1.3 Ambidextrous Strategies -- 12.2 Integrating Management Science into Strategic Management -- 12.2.1 New Product Development: the Use of Text Analytics -- 12.2.2 Implementing Turnaround Strategies Using Data Envelopment Analysis: Identifying Operational Units for Either Improving or Pruning -- 12.3 End of Chapter -- 12.3.1 Revision Questions. 12.3.2 Case Study: Managing Strategic Change Successfully: the Role of Benefits Realization Management -- References -- Futher Reading -- Index -- EULA.
9781118943694
Strategic planning.
Electronic books.
T56 .K863 2019
658.4012