Coming more than 25 years after the last edition, this edition of the groundbreaking Ansoff work on the concepts and practical implementation of strategic management provides up-to-date case studies and simplified figures and offers a comprehensive approach to guiding firms through turbulent environments. In this age of digital transformation, the ability to respond quickly and strategically to unpredictable change can determine the success or failure of the firm. As an organization becomes more successful at implementing change, the ability to respond to changes in the environment will be entrenched in its culture. This book is based on a strategic success model which demonstrates how to optimize a firm's performance. For managers, students, and researchers wanting a step-by-step methodology on how to analyze a firm, this book will serve as an invaluable resource for thinking and acting strategically.

Auteur
H. Igor Ansoff (1918-2002) was an applied mathematician and business manager. He is well known as the pioneer and father of Strategic Management. Ansoff studied at Brown University, where he received his Doctorate. He joined UCLA in the Senior Executive Program. Ansoff was a distinguished professor at United States International University (now Alliant International University) for 17 years, where his work in strategic management research is still continued by several institutes. During his career he consulted with many multinational corporations including Philips, General Electric, Gulf, IBM, Sterling and Westinghouse. Ansoff was the first management guru to recognize the need for strategic planning for firms operating in an increasingly complex and turbulent business environment.
Daniel Kipley is Professor of Strategy at Azusa Pacific, USA.
A.O. Lewis is Professor of Management at National University, USA.
Roxanne Helm-Stevens is Chair and Professor in the Department of Management at Azusa Pacific, USA.
Rick Ansoff is Associate Professor in Statistics, Measurement, Research Methods, and General and Personality Psychology at Alliant International University, USA.

Contenu

PART ONE: ORIGINAL CONCEPTS OF STRATEGIC MANAGEMENT AND THE EVOLUTION OF MANAGEMENT SYSTEMS

Chapter 1 Epistemological Underpinnings & Original Concepts of Strategic Management

Chapter 2 Why make Strategy Explicit?

Chapter 3 Evolution of Management Systems

Chapter 4 From Strategic Planning to Strategic Management

Chapter 5 Modes of Strategic Behavior

PART TWO: PLANNING STRATEGIC POSTURE

Chapter 6 Strategic Diagnosis

Chapter 7 Concept of Organizational Capability

Chapter 8 Diagnosing Future General Management Capability

Chapter 9 Competitive Posture Analysis in Turbulent Environments

Chapter 10 Dispersed Positioning in Competitive Analysis

Chapter 11 Optimizing the Strategic Portfolio

Chapter 12 Strategic Dimensions of Technology

Chapter 13 Societal Strategy for the Business Firm

Chapter 14 Strategic Dimensions of Internationalization

PART THREE: MANAGERS, SYSTEMS, STRUCTURE Chapter 15 General Managers for Diversified Firms Chapter 16 Selecting a Management System to Fit the Firm

Chapter 17 Designing the Firm's Structure

PART FOUR: REAL-TIME STRATEGIC RESPONSE

Chapter 18 Management Response to Surprising Changes

Chapter 19 Strategic Issue Management

Chapter 20 Using Weak Signals

PART FIVE: MANAGING STRATEGIC CHANGE

Chapter 21 Behavioral Resistance to Change

Chapter 22 Systemic Resistance

Chapter 23 Alternative Methods for Managing a Discontinuous Change

Chapter 24 Managed Resistance ('Accordion') Method for Introducing a Discontinuous Change

Chapter 25 Institutionalizing Strategic Responsiveness