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.
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Part I Original Concepts of Strategic Management and the Evolution of Management Systems |
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1 Epistemological Underpinnings and Original Concepts of Strategic Management |
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3 | (14) |
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2 Why Make Strategy Explicit? |
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17 | (8) |
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3 Evolution of Management Systems |
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25 | (16) |
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4 From Strategic Planning to Strategic Management |
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41 | (12) |
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5 Modes of Strategic Behavior |
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53 | (24) |
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Part II Planning Strategic Posture |
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77 | (16) |
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7 Concept of Organizational Capability |
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93 | (12) |
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8 Diagnosing Future General Management Capability |
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105 | (22) |
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9 Competitive Posture Analysis in Turbulent Environments |
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127 | (56) |
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10 Dispersed Positioning in Competitive Analysis |
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183 | (14) |
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11 Optimizing the Strategic Portfolio |
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197 | (58) |
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12 Strategic Dimensions of Technology |
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255 | (30) |
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13 Societal Strategy for the Business Firm |
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285 | (26) |
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14 Strategic Dimensions of Internationalization |
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311 | (28) |
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Part III Managers, Systems, Structure |
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15 General Managers for Diversified Firms |
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339 | (18) |
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16 Selecting a Management System to Fit the Firm |
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357 | (22) |
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17 Designing the Firm's Structure |
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379 | (38) |
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Part IV Real-Time Strategic Response |
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18 Management Response to Surprising Changes |
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417 | (14) |
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19 Strategic Issue Management |
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431 | (18) |
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449 | (22) |
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Part V Managing Strategic Change |
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21 Behavioral Resistance to Change |
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471 | (18) |
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489 | (16) |
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23 Alternative Methods for Managing a Discontinuous Change |
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505 | (10) |
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24 Managed Resistance (`Accordion') Method for Introducing a Discontinuous Change |
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515 | (14) |
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25 Institutionalizing Strategic Responsiveness |
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529 | (18) |
| Glossary |
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547 | (8) |
| Bibliography |
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555 | (28) |
| Index |
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583 | |
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.
