Strategic Management Dynamics - support materials - Chapter 10

Strategic Management Dynamics - Chapter 10 - capabilities.

Organizations with few resources are not necessarily doomed to weak, low growth competitive positions in their industries. If they do not possess or have access to important resources, they can develop those they need. For this purpose, they need the capability to build and sustain resources. Whilst this much is clear in principle, making use of capabilities to design and deliver strong strategic performance faces the same difficulties as those encountered with intangible resources in Chapter 9; namely a terminology that is wide-ranging, inconsistent and abstract

Materials to support Chapter 10 of Strategic Management Dynamics include -

For registered site users:

Worksheets 15 from Strategic Management Dynamics, PDF - Login above or register here

For registered online students:

Class 10 lecture segments and slide handouts.
Additional exercise based on figures 10.2 and 10.11 from the book

For information on our 10-week online course in Strategy Dynamics see the course information page

For registered Teachers:

PDF slides from the book
End of chapter questions and solutions.

If you hold a faculty position at a university and wish to apply for teacher registration see registration links here

Other resources and links

Software

Download the mystrategy reader for use in the worksheets and exercises here

Books

Daniel V Hunt, 1996, Process Mapping: How to Reengineer your Business Processes, Wiley: New York.

Michael Schrage, 2000, Serious Play, Harvard Business School Press: Boston.

Kees van der Heijden, 2004, Scenarios: the art of strategic conversation, 2nd Edn, Wiley: Chichester UK.

I Nonaka. and H Takeuchi, 1995, The Knowledge Creating Company, Oxford University Press: New York,

Peter Senge, 1996, The Fifth Discipline (Revised edition), Random House, Sydney;

Chris Argyris, 1999, On Organizational Learning (2nd Edn), Blackwell: Oxford;