Preface

Chapter 1 – Introduction to Strategic Management

1.1 Introduction to Strategic Management

1.2 Definitions of Strategic Management

1.3 Brief History and Evolution of Strategic Management

1.4 Key Concepts Related to Strategic Management

1.5 Importance and Relevance of Strategic Management

1.6 Key Components of Strategic Management

1.7 Interconnection of Key Components in Driving the Strategic Management Process

1.8 Levels of Strategy in Strategic Management

1.9 Roles and Responsibilities in Strategic Management

1.10 Strategic Management Process

1.11 Difference between Strategy and Tactics

1.12 Challenges and Limitations in Strategic Management

1.13 Emerging Trends in Strategic Management

Review Questions

Chapter 2 – Strategic Management Process

2.1 Introduction to the Strategic Management Process

2.2 Definition

2.3 Importance of the Strategic Management Process

2.4 Significance of Strategic Management in Private Organizations

2.5 Significance of Strategic Management in Public Sector Organizations

2.6 Significance of Strategic Management in Nonprofit Organizations

2.7 Difference between Strategic Management and Operational Management

2.8 Approaches to Strategic Decision Making

2.9 Characteristics of Strategic Decisions

2.10 Phases of the Strategic Management Process

2.11 Steps in the Strategic Management Process

2.12 Role of Leadership in the Strategic Management Process

2.13 Role of Organizational Culture in the Strategic Management Process

2.14 Challenges or Limitations in the Strategic Management

2.15 Overcoming Resistance to Change

2.16 Ethical Considerations in the Strategic Management Process

2.17 Current Trends in the Strategic Management Process

Review Questions

Chapter 3 – Strategic Intent- Vision, Mission, Objectives and Policy

3.1 Introduction

3.2 Elements of Strategic Planning

3.3 Definitions

3.4 Business System: Meaning and Concept

3.5 Importance of a Structured Business System in Strategic Management

3.6 Role of Objectives in Providing Organizational Direction

3.7 Types of Objectives

3.8 Role of Vision in Strategic Management

3.8.1 Role of Vision in Shaping Future Direction

3.8.2 Developing a Vision Statement Aligned with Core Values

3.9 Mission

3.9.1 Definitions

3.9.2 Understanding Mission Statement

3.10 Difference between Mission and Vision

3.11 Policy

3.11.1 Definition

3.11.2 Role of Policies in Strategic Management

3.11.3 Types of Policy

3.12 Strategy

3.12.1 Definitions

3.12.2 Types of Strategy

3.13 Aligning Objectives, Vision, Mission, Policy, and Strategy

3.14 Common Pitfalls in Vision and Mission Development

3.15 Challenges in Defining Objectives, Vision, and Mission

Review Questions

Chapter 4 – Environmental Scanning

4.1 Introduction

4.2 Definitions

4.3 Importance of Environmental Scanning in Strategic Management

4.4 Key Objectives of Environmental Scanning

4.5 Features of Environmental Scanning

4.6 Approaches to Environmental Scanning

4.7 Factors Influencing Environmental Scanning

4.8 Types of Environmental Scanning

4.9 Techniques of Environmental Scanning

4.10 Tools of Environmental Scanning

4.11 Sources of Collection of Information for Environmental Scanning

4.12 Environmental Forecasting

4.13 Limitations of Forecasting

4.14 Process of Environment Scanning

4.15 Benefits of the Environmental Scanning Process

4.16 Challenges in Environment Scanning

4.17 Role of Technology in Environment Scanning

4.18 Environmental Scanning for Competitive Advantage

Review Questions

Chapter 5 – Organisational / Corporate Appraisal

5.1 Introduction

5.2 Definitions

5.3 Importance of Corporate Appraisal in Strategic Management

5.4 Objectives of Corporate Appraisal

5.5 Types of Corporate Appraisal

5.6 Tools for Data Collection and Analysis

5.7 Steps in the Corporate Appraisal Process

5.8 Corporate Appraisal Techniques

5.9 Challenges in Corporate Appraisal

5.10 Role of Technology in Corporate Appraisal

5.11 Application of Corporate Appraisal Findings in Strategy Formulation

Review Questions

Chapter 6 – Corporate Strategy

6.1 Introduction

6.2 Definitions

6.3 Objectives of Corporate Strategy

6.4 Levels of Strategy

6.5 Types of Strategy

6.6 Corporate Social Responsibility (CSR) and Sustainability in Corporate Strategy

6.7 Integrating CSR and Sustainability in Corporate Strategy

6.8 Challenges and Considerations

6.9 Evaluating Corporate Strategy Choices

6.10 Tools for Evaluating Corporate Strategy Choices

6.11 Implementation of Corporate Strategy

6.11.1 Key Steps in the Implementation of Corporate Strategy

6.12 Challenges in Strategy Implementation

6.13 Tools for Effective Strategy Implementation

6.14 Key Performance Indicators (KPIs) for Corporate Strategy

6.14.1 Benefits of Using KPIs for Corporate Strategy

6.15 Monitoring and Controlling Corporate Strategy

6.15.1 Key Steps in Monitoring and Controlling Corporate Strategy

6.15.2 Tools for Monitoring and Controlling

Review Questions

Chapter 7 – Choice of Strategy

7.1 Introduction

7.2 Definitions

7.3 Importance of Choosing Right Strategy

7.4 Factors Influencing Strategic Choice

7.5 Criteria for Selecting an Effective Strategy

7.6 Grand Strategy

7.6.1 Definition

7.6.2 Purpose of Grand Strategy

7.7 Types of Strategic Choices

7.8 Analytical Tools for Strategic Choice

7.9 Process of Strategic Choice

7.10 Risk Assessment in Strategic Choice

7.11 Evaluating Strategic Options

7.12 Role of Stakeholders in Strategic Choice

7.13 Ethical and Social Responsibility Considerations

7.14 Decision-Making Models for Strategic Choice

7.15 Finalizing and Communicating the Chosen Strategy

7.16 Review and Adaptation of Strategic Choice

Review Questions

Chapter 8 – Strategy Implementation

8.1 Introduction to Strategy Implementation

8.2 Definitions

8.3 Significance and Role of Strategy Implementation

8.4 Types of Strategy Implementation

8.5 Steps in Strategy Implementation

8.6 Components of Strategy Implementation

8.7 Different Phases of Strategy Implementation

8.8 Models of Strategy Implementation

8.9 Mckinsey 7-S Framework

8.10 Tools of Strategy Implementation

8.11 Challenges in Strategy Implementation

8.12 Matrices for Strategy Implementation

8.13 Technology for Strategy Implementation

8.14 Importance of Organizational Culture in Strategy Implementation

8.15 Role of Change Management in Strategy Implementation

Review Questions

Chapter 9 – Strategy Evaluation and Control

9.1 Introduction

9.2 Meaning

9.2.1 Strategy Evaluation

9.2.2 Strategy Control

9.3 Objectives of Strategy Evaluation and Control

9.4 Purpose of Strategy Evaluation

9.5 Criteria for Strategy Evaluation

9.6 Definitions of Strategic Control

9.7 Types of Strategic Control

9.8 Strategy Evaluation Techniques

9.9 Process of Strategy Evaluation

9.10 Key Performance Indicators for Strategy Evaluation and Control

9.11 What is Balanced Scorecard?

9.12 Role of Stakeholders in Strategy Evaluation

9.13 Challenges in Strategy Evaluation and Control

9.14 Technology and Data Analytics in Evaluation and Control

9.15 Ethical and Social Responsibility Considerations in Strategy Evaluation

9.16 Feedback Mechanisms and Continuous Improvement

9.17 Review and Adaptation of Strategy Based on Evaluation

Review Questions

Chapter 10 – Strategic Trends and Issues

10.1 Introduction to Strategic Trends and Issues

10.2 Digital Transformation in a Strategic Context

10.2.1 Introduction to Digital Transformation

10.2.2 Meaning

10.2.3 Importance

10.2.4 Key Technologies

10.2.5 Implementation Strategies

10.2.6 Challenges

10.2.7 Conclusion

10.3 Sustainability and Corporate Social Responsibility (CSR): A Strategic Approach

10.3.1 Introduction to Sustainability and Corporate Social Responsibility (CSR)

10.3.2 Concepts and Frameworks

10.3.3 Sustainability: Meaning

10.3.4 Corporate Social Responsibility (CSR): Meaning

10.4 Globalization

10.4.1 Introduction to Globalization

10.4.2 Trends in Global Markets

10.4.3 Cultural Considerations in Globalization

10.4.4 Regulatory Challenges in Globalization

10.4.5 Competitive Strategies in Globalization Environment

10.4.6 Conclusion

10.5 Innovation and Disruption

10.5.1 Innovation Types

10.5.2 Creating a Culture of Innovation

10.5.3 Strategic Frameworks

10.5.4 Success Stories

10.5.5 Conclusion

10.6 Talent Management

10.6.1 Importance of Talent

10.6.2 Key Recruitment Strategies for Attracting Top Talent

10.6.3 Retention Strategies

10.6.4 Diversity and Inclusion

10.6.5 Examples of Best Practices: Companies with Effective Talent Management Strategies

10.6.6 Conclusion

10.7 Data Privacy and Cybersecurity

10.7.1 Regulatory Landscape: Overview of Key Data Privacy Laws (E.g., GDPR)

10.7.2 Cyber Security Threats

10.7.3 Data Privacy Impacts on Strategic Decisions

10.7.4 Measures for Protecting Data and Ensuring Compliance

10.7.5 Conclusion

10.8 Stakeholder Engagement

10.8.1 Building Sustainable Relationships for Strategic Success

10.8.2 Identifying Stakeholders

10.8.3 Engagement Strategies

10.8.4 Balancing Interests

10.8.5 Impact on Strategy: How Stakeholder Engagement Influences Strategic Choices

10.8.6 Success Examples: Companies Excelling in Stakeholder Management

10.8.7 Conclusion

10.9 Supply Chain Resilience

10.9.1 Characteristics of a Resilient Supply Chain

10.9.2 Risk Assessment in Supply Chain Resilience

10.9.3 Strategies for Resilience

10.9.4 Impact of Disruptions: Lessons Learned from Recent Global Events (E.g., Pandemics)

10.9.5 Conclusion

10.10 Diversity and Inclusion

10.10.1 Importance of Diversity

10.10.2 Strategic Framework: Integrating Diversity into Organizational Culture

10.10.3 Measurement and Accountability: Metrics for Assessing Diversity Initiatives

10.10.4 Challenges and Barriers

10.10.5 Best Practices: Companies with Successful Diversity Strategies

10.10.6 Conclusion

10.11 Objectives and Key Results (OKR) Model

10.11.1 Key Components of the OKR Model

10.11.2 Example of an OKR

10.11.3 OKR Framework in Action

10.11.4 Benefits if the OKR Model

10.11.5 Implementing the OKR Model

10.11.6 Common Pitfalls and Challenges in OKRs

10.11.7 OKRs and Business Strategy

10.11.8 OKRs in Performance Management

10.11.9 Real-World Applications of OKRs

10.11.10 Future Trends in OKRs

10.11.11 Conclusion

Review Questions

Dr. K. Hari is the Associate Professor and Head of the Department of Business Administration at Government

Arts and Science College, Sriperumbudur. With over 26 years of academic experience, he has published 24

research papers and delivered 10 invited lectures. He has successfully guided 3 PhD scholars and specializes in

Marketing Research, Marketing, and HRM. Dr. Hari is procient in analytical tools such as SPSS, AMOS, SMART

PLS, and LaTeX. He actively serves on Research Advisory Committees and Boards of Studies of various

institutions. He has also contributed to syllabus reforms under TANCHE and served as an expert member on the

Teachers Recruitment Board (TRB).