Sustainable Business Strategy

Name: Sustainable Business Strategy | Analysis, Choice and Implementation
Brand: De Gruyter
Price: 44.95 EUR
Availability: BackOrder

Analysis, Choice and Implementation

Andrew Grantham(Autor*in)

De Gruyter (Verlag)

1. Auflage

Erschienen am 4. April 2022

Buch

Softcover

XV, 296 Seiten

978-3-11-071818-8 (ISBN)

44,95 €inkl. 7% MwSt.

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Beschreibung

In the twenty-first century, there is no single prescription for business strategy development, choice and implementation. The challenges facing firms, not-for-profit organizations and the public sector are significant and call for creativity, inclusivity, diversity and responsibility. The looming and deepening crisis of climate change, imperatives of the UN Sustainable Development Goals and global pandemics, have exposed the risks associated with an exclusive market worldview and the indicators that drive it such as GDP, stock market values, return on investment, executive remuneration, etc.

Sustainable Business Strategy augments and challenges existing texts to offer a progressive, challenging, decolonized and plural business strategy curriculum. Andrew Grantham presents existing business strategy theories, tools and techniques, introduces contemporary critiques, and offers fresh thinking about the application of the models and outcomes. The book takes the position that what we know about strategic analysis, choice and implementation needs updating and revision; while there remains a significant role for the market in a healthy, sustainable and future-oriented economy, strategic decisions will be mediated by regulation, broad stakeholder engagement and planetary boundaries.

This book is written to be used as a core text for students studying business or corporate strategy at undergraduate and master's levels. The author uses contemporary examples by way of illustration but seeks to guide readers to investigate the case in greater detail for themselves using references and hyperlinks. Questions and exercise sections in each chapter can be utilized in seminar classes and/or assessments.

Events around the book

Link to a De Gruyter Online Event in which the author Andrew Grantham together with Patricia Prado, Newcastle Business School discuss topics such as: How can businesses implement strategies that enable competitive growth and create shared value in a way that is truly sustainable during this era of climate change? What tools can analysts and strategists use to ensure sustainability is at the very core of business strategy?
The event will be moderated by Richard Freeman, founder and CEO of always possible:
https://youtu.be/0y6n93-6axw

Rezensionen / Stimmen

"This book that rethinks strategy for challenges of sustainability and responsible business in the 21 ^st century is very important and desperately needed. We have to develop business strategies that truly create value for society. This book does this job very well and therefore it is a must-read for responsible business managers, but indeed also for business students and future leaders of global companies, firms and corporations".

Professor Jacob Dahl Rendtorff, Roskilde, Denmark

"This is a very timely and relevant contribution to the wider debate on the role of strategy to business organisations. Its positioning and niche are well thought-through and clearly articulated. A textbook of this sort would be of great value in its intended market(s). The sustainability angle is a clear selling point".

Professor Stephen Flowers, Emeritus Professor of Kent Business School, University of Kent, UK

"The main strength of this book is exactly this pluralistic perspective that provides different ways of resolving business strategy dilemmas vis-à-vis challenges such as climate change, global economic sustainability and pandemics. In this sense the book is timely and will help students of business and management to develop their holistic approaches to change in the 21 ^st century".

Prof Theo Papaioannou, Open University, UK

Weitere Details

Weitere Ausgaben

Person

Inhalt

Chapter 1: Introduction to strategy: strategy in the context of climate change: science of climate change and models; alternative economic models such as circular economies (zero waste, carbon negative); international organizations and regulatory frameworks; key figures in strategy and their ideas What is strategy? how to use the resource. Part 1: Analysis Chapter 2: The macro environment PESTEL (method and utilization); Scenarios (how to develop scenarios; investigating plausible futures); 5-Forces (Porter, criticisms, using the 5-Forces in the context of climate change); Industry life cycles Strategic groups Chapter 3: The Micro environment - resources and capabilities Resource-based view of the firm (VRIO, contrast with Porter, mitigation, adaptation, VRIO and climate change, value chain vis-à-vis supply chains; SWOT/TOWS (existing use and methods; emphasizing the T as being the threat of climate change) Capabilities (dynamic), competences (core); building new competences necessary for current environment such as sustainability reporting and converting them into strategic resources. Chapter 4: Stakeholders What is a stakeholder? Types of stakeholder management of and for stakeholders; power (3-dimensions) stakeholder utility stakeholders and environmental sustainability Part 2: Choice Chapter 5: Business strategy and models - generic strategies, the clock, competitive strategy, co-operative strategies Generic strategies/strategic clock (cost and price) Interactive strategies Cooperative strategies (beyond competitive advantage) Chapter 6: Corporate strategy and diversification - Ansoff matrix (markets, products - new and existing) Vertical and horizontal integration portfolio management (BCG matrix, GE McKinsey, etc.) Chapter 7: International strategy and globalization - Yip/drivers of internationalization Entry modes global value and production networks chains international trade Rodrik's Trilemma (pure globalization, democratic politics, nation states) Collapsing supply chains for sustainability Chapter 8: Innovation models of innovation: product, process and business models entrepreneurship, intrapreneurship, real options Chapter 9: Mergers, acquisitions and alliances distinctions and cases for one over another SAs as voluntary, time-limited, trust related cooperative approaches for sustainable growth Strategic fit and cultural fit in partner searching Indicators of success (beyond profit) Chapter 10: The tools of evaluation - is it fit-for-purpose? Does it meet stakeholder needs, including shareholders? Can it be done? Tools of evaluation - performance, gap analysis (beyond profit); Addressing key opportunities and threats (TOWS)? Financial indicators - DCF, RoI, sensitivity analysis, RoCE. Resources and capabilities, opportunity costs Part 3: Implementation Chapter 11: Strategy development Politics (Mintzberg/power school) Deliberate and emerging strategy Chapter 12: Structures structure follows strategy; functional, divisional, international, global control systems optimizing organizational structure corporate governance (single vis-à-vis 2-tier boards) employee ownership Chapter 13: Leadership and change - leading and bringing others with you Leadership and styles (context, uncertainty, risk, turnaround) Types of change - radical/incremental; transformational/realignment Chapter 14: Doing strategy who to involve, when and how planning project management Chapter 15: Reflection What is strategy? First movers in responsible strategy - risks, rewards Fast seconds - risks, rewards No changers - risks, rewards Society - wellbeing. What is business for?

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