Supporting Strategy: Frameworks, Methods and Models Includes: Drama Theory, Visioning Methods, Problem Structuring Methods, Resource Based View of Strategy, SWOT / TOWS Analysis, System Dynamics and Agent Based Modelling.DUBLIN, Ireland -- Research and Markets (http://www.researchandmarkets.com/reports/c54632) has announced the addition of Supporting Strategy: Frameworks, Methods and Models to their offering. Supporting Strategy develops the concept of the strategic development process. The book begins by describing a balanced process for strategy development, spanning direction setting, strategy creation, rehearsal, evaluation and choice, leading to a continuous process of adopting strategic initiatives. It then goes on to present a practical collection of frameworks, methods and models which both individually and in combination can be used to support strategy. The collection includes: drama theory, visioning methods, problem structuring methods, resource based view of strategy, SWOT / TOWS TOWS TIROS Operational Vertical Sounder TOWS Threats, Opportunities, Weakness, and Strengths (usually seen as SWOT) TOWS Tactical Oceanographic Warfare Support program analysis, system dynamics System dynamics is an approach to understanding the behaviour of complex systems over time. It deals with internal feedback loops and time delays that affect the behaviour of the entire system. , agent based modelling, scenario planning Scenario planning or Scenario thinking is a strategic planning method that some organizations use to make flexible long-term plans. It is in large part an adaptation and generalization of classic methods used by military intelligence. , decision and risk analysis, financial evaluation, real options, robustness analysis and performance measurement. This is a contributed work with original content written for the book from leading academics in the field, including Maureen Meadows, Robert Berry, Jim Bryant James G. Bryant (born July 12, 1894 in Toronto, Ontario, Canada) is a former National Football League player. He played 3 games for the Cleveland Tigers. , Adrian Caldart, Alberto Franco, Giles Hindle, Nigel Howard Nigel David Howard (18 May 1925-31 May 1979) was an English cricketer who played for Lancashire and England. He captained England for the tour to India in the only four Test matches he played in, winning one and drawing three, although the series was drawn after the fifth Test , Martin Kunc, Abhijit Mandal, Gilberto Montibeller, John Morecroft, Martin Murtland, Fernando Oliveira, and Efstathios Tapinos. About the Author Frances O'Brien is a lecturer in Operational Research at Warwick Business School Warwick Business School, also known as WBS, is the largest academic department of the prestigious University of Warwick with over 7,500 students. Established in 1967 as the School of Industrial and Business Studies, it now offers undergraduate, postgraduate and PhD degree . (BSc Surrey, MSc Southampton.) She has previously been an Operational Research analyst at Ford Motor Company. Robert Dyson is Professor of Operational Research and Systems at Warwick Business School. BSc Liverpool, PhD Lancaster) He joined the business school in 1970 and became Chairman in 1978-1981 and Dean in 1998-2000. He has also been the Pro-Vice chancellor of the University between 1989-1995 and 1999-2005. He held the Chair, Committee of Professors of Operational Research between 1995-1997 and was the President of the Operational Research Society 1998/9. He is also a member of the British Academy The British Academy is the United Kingdom's national academy for the humanities and the social sciences. It was established by Royal Charter in 1902, and is a fellowship of more than 800 scholars. The Academy is self-governing and independent. of Management and INFORMS. Chapter Outline: Preface pref·ace n. 1. a. A preliminary statement or essay introducing a book that explains its scope, intention, or background and is usually written by the author. b. An introductory section, as of a speech. 2. . About the Contributors. Chapter 1. The Strategic Development Process (Robert G. Dyson, Jim Bryant, John Morecroft and Frances OBrien) Chapter 2. Visioning: A Process for Strategic Development (Maureen Meadows and Frances OBrien) Chapter 3. Achieving Strategy Coherence coherence, constant phase difference in two or more Waves over time. Two waves are said to be in phase if their crests and troughs meet at the same place at the same time, and the waves are out of phase if the crests of one meet the troughs of another. (Jim Bryant and Nigel Howard) Chapter 4. Problem Structuring and the Building and Negotiation of Strategic Agendas (Alberto Franco, Jim Bryant and Giles Hindle) Chapter 5. Strategy Creation - The Resource-Based View The resource-based view (RBV) is an economic tool used to determine the strategic resources available to a firm. The fundamental principle of the RBV is that the basis for a competitive advantage of a firm lies primarily in the application of the bundle of valuable resources at the (Abhijit Mandal) Chapter 6. Methods for Creating Strategic Initiatives (Robert G. Dyson) Chapter 7. System Dynamics Modelling for Strategic Development (Martin Kune and John Morecroft) Chapter 8. The Impact of Organisational Complexity in the Strategy Development Process (Adrian Caldart and Fernando S. Oliveira) Chapter 9. Creating and Using Scenarios - Exploring Alternative Possible Futures & their Impact on Strategic Decisions (Frances OBrien, Maureen Meadows and Martin Murtland) Chapter 10. Decision and Risk Analysis for the Evaluation of Strategic Options (Gilberto Montibeller and Albert Franco) Chapter 11. Performance Measurement (Efstathios Tapinos and Robert G. Dyson) Chapter 12. A Financial Perspective on Strategic Investments (Robert H. Berry) Chapter 13. Flexibility, Robustness and Real Options (Robert G. Dyson and Fernando S. Oliveira) Chapter 14: Gone Fishing: A Case Study (Jim Bryant, Maureen Meadows, John Morecroft and Frances OBrien) For more information visit http://www.researchandmarkets.com/reports/c54632 |
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