Strategic Management Dynamics - support materials - Chapter 9

Strategic Management Dynamics - Chapter 9 - Intangible resources.

It is widely accepted that intangible or soft factors have a substantial impact on organizational performance — a damaged reputation can destroy a business, strong staff motivation can drive powerful growth, proprietary knowledge can give rise to market-leading products, and so on. But there is a challenge in making practical use of this general understanding to steer strategy, because of terminology that is overly wide-ranging, ambiguous and inconsistent. This chapter offers definitions of tangible and intangible resources that is clear and usable, and identifies three major categories into which intangible factors mostly divide:

Psychological factors concerning the state of mind of key groups, especially customers and staff, but also investors and other stakeholders

Information-based resources, such as data, technology, knowledge

Certain quality factors that must be built up and sustained over time

The chapter then gives frameworks for working with these types of intangible, and examples of how they feature in real-world situations.

Materials to support Chapter 9 of Strategic Management Dynamics include -

For registered site users:

Worksheets 14 from Strategic Management Dynamics - Login above or register here

For registered online students:

class 9 lecture segments and handouts.

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

Charles J. Fombrun, 1996, Reputation: Realizing Value from the Corporate Image, Harvard Business School Press; Boston.

Mark Lutchen, 2004, Managing IT as a Business: A Survival Guide for CEO’s, Wiley: Hoboken NJ.

Chris Collison and Geoff Parcell, 2004, Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations, Wiley:

Barrie Dale, 2003, Managing Quality (4th Edn), Blackwell: Oxford, Chapter 3.

George Eckes, 2001, The Six Sigma Revolution: How General Electric and Others Turned Process into Profits, Wiley

John Maxey, David Rowlands, Michael George and Malcolm Upton, 2005, The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 70 Tools for Improving Quality and Speed, McGraw-Hill: New York