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This book emphasizes the concepts of strategic innovation and entrepreneurship, which are quite prevalent in today's organizations. Going beyond traditional approach that follows strategic analysis, choice and implementation framework, and traditional theories based on industrial organization paradigm and resource-based view, the book considers current business environment, which is volatile, uncertain, complex, chaotic, conflicting, and ambiguous (VUCA). It takes the strategic flexibility view to cope with these strategic challenges. The book introduces the subject matter of strategic management in retrospect and prospect, highlighting critical theories of strategic management. It uses a strategic learning framework rather than a purely analytical approach to dynamically learn about the external situation, internal resources, and capabilities. The evolution of strategy is given in terms of generic strategies in practice and adaptation in specific contexts. It further deals with essential topics such as strategic alliances and networks, mergers and acquisitions, and global strategy. It then provides the execution framework and models covering restructuring, leadership, corporate governance, and change management. The strategy in specific areas such as strategic technology management, e-business and knowledge management, and functional strategies and policies are discussed to understand the implementation depth. Finally, it touches upon contemporary issues such as sustainable enterprise, stakeholder perspectives, and comparative strategies in various contexts. It then outlines future directions of strategic management. In the end, case analysis guidelines are provided with sample cases from different parts of the world. The book also used interpretive and simulation methods such as system dynamics and total interpretive structural modeling to grasp the relationships and their dynamic impact provided throughout the book. It will be an invaluable resource for researchers of business strategy as well as students studying these courses; it will also be useful for industry practitioners, corporates and business policy makers.

This book shows how strategic management can be practiced in the context of flexibility. It discusses strategic formulation and implementation perspectives and practices, including vision and mission, general environment analysis, industry analysis, competitive advantage, resource and capability view, generic strategies, business level strategy, corporate level strategy, international strategy, change and turnaround, strategic implementation, and strategic controls, as well as flexibility embedded in these concepts. It can be used as a primary textbook for managerial programs for executives, and as a supplementary case textbook for core MBA courses. Exploring “Strategic Formulation” and “Strategic Implementation” concepts from a flexibility perspective, it is also an excellent companion to leading strategic management textbooks.

This book provides a conceptual framework of global value chains, flexibility and sustainability, supported by research projects, case applications and models in various related areas organized into three parts. In the first part of the book, various authors discuss how to improve the efficiency and effectiveness of global value chains through various types of analyses. While the focus is on cluster management, and mergers and joint ventures, the legal aspects of control and liability concerning the integration of value chains, is also examined in one of the contributions. The second part includes chapters concerning ‘Strategy and Flexibility'. Strategies concern topics such as inventory management, talent management, strategic alignment, decision making, behavioural change and HR systems. The third and final part of the volume concerns the topic of ‘Sustainability', wherein the contributions focus on various initiatives intended to promote sustainability across respective value chainsbearing in mind the concept of flexibility. The book is a valuable resource for a varied audience, ranging from management students and researchers, to practicing business managers, as well as for professional institutions, consultants, and corporate organizations.

This book discusses the concepts of volatility, uncertainty, complexity, and ambiguity (VUCA) that are the core of various paradigms used in strategic management to understand competitive advantage as well as flexibility in organizational boundaries. It serves as a valuable reference resource in the area of VUCA markets. An increase in the levels and types of uncertainty has important implications potentially for the durability of a company's advantages, the way firms learn and adapt, approaches for managing innovation and knowledge, and the attractiveness of different strategies and organizational models. In today's world, strategic flexibility in VUCA is essential for business leaders to sustain market advantage and attain a clear vision amid the chaos. Business leaders who stay focused and are aware of external volatility as the prevalent characteristic are successful, while those who are not flexible in this VUCA world and lock themselves into fixed positions lose out.The book includes empirical and conceptual research papers along with case studies and models discussing strategies for emerging markets in volatile and uncertain environments. It also covers a variety of issues, including innovation, people and processes, financial management, and leadership and strategies in VUCA markets. Apart from research fraternity and academia, the contents of the book will be useful for practitioners as well as industry watchers.