- [UNTITLED]
- Figures
- Tables
- Boxes
- Notes on Contributors
- Abbreviations
- Introduction
- The History of Strategy and Some Thoughts about the Future
- The Boundary of the Firm
- Evolutionary Theory
- Institutional Approaches to Business Strategy
- The Strategic Management of Technology and Intellectual Property
- Strategy and Valuation
- The Knowledge-Based View of the Firm
- Analysing the Environment
- Strategic Groups: Theory and Practice
- Scenario Thinking and Strategic Modelling
- Analyzing Internal and Competitor Competences: Resources, Capabilities, and Management Processes
- Dynamic Capabilities
- Formulating Strategy
- Organizational Learning
- Strategy in Service Organizations
- Why Diversify? Four Decades of Management Thinking
- The Rationale for Multi-SBU Companies
- The Role of the Parent Company
- Mergers and Acquisitions: Motives, Value Creation, and Implementation
- Cooperative Strategy: Strategic Alliances and Networks
- International Strategy
- Strategies for Multinational Enterprises
- Globalization and the Multinational Enterprise
- Managing Strategic Change
- Turnarounds
- Organizational Structure
- Strategy Innovation
- Game Theory In Strategy
- Strategy, Heuristics, and Real Options
- Strategic Flexibility Creating Dynamic Competitive Advantages
- Subject Index
- Name Index
Abstract and Keywords
This article considers the analysis of the firm's strategic environment. Its objectives are to examine the concept of the environment in the context of strategic management, the role of the environment in the development of the field of strategic management, the implications of the environment for strategic management, and the role and analysis of the common strategic environment and of the industry and business unit environment. Strategic management is concerned with, amongst other things, how firms relate to each other, whether by competing, cooperating, or just coexisting. Consequently, the most relevant distinction to be drawn amongst potential subsets of the strategic environment surrounding the firm is between those factors and conditions which affect all related firms.
Keywords: strategic environment, strategic management, environment role, business unit, environmental analysis, competition
Dr. Robert Pitkethly is an Official Fellow and Tutor in Management at St Peter's College, Oxford University, a committee member of the Oxford Intellectual Property Research Centre and a member of Oxford University's Faculty of Management. He holds degrees in chemistry, business administration, and Japanese studies and has qualified and worked as a UK and European patent attorney. He has been a Research Fellow at the Judge Institute in Cambridge University, and a Visiting Research Fellow at both the Institute of Intellectual Property and the National Institute of Science and Technology Policy in Tokyo.
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- [UNTITLED]
- Figures
- Tables
- Boxes
- Notes on Contributors
- Abbreviations
- Introduction
- The History of Strategy and Some Thoughts about the Future
- The Boundary of the Firm
- Evolutionary Theory
- Institutional Approaches to Business Strategy
- The Strategic Management of Technology and Intellectual Property
- Strategy and Valuation
- The Knowledge-Based View of the Firm
- Analysing the Environment
- Strategic Groups: Theory and Practice
- Scenario Thinking and Strategic Modelling
- Analyzing Internal and Competitor Competences: Resources, Capabilities, and Management Processes
- Dynamic Capabilities
- Formulating Strategy
- Organizational Learning
- Strategy in Service Organizations
- Why Diversify? Four Decades of Management Thinking
- The Rationale for Multi-SBU Companies
- The Role of the Parent Company
- Mergers and Acquisitions: Motives, Value Creation, and Implementation
- Cooperative Strategy: Strategic Alliances and Networks
- International Strategy
- Strategies for Multinational Enterprises
- Globalization and the Multinational Enterprise
- Managing Strategic Change
- Turnarounds
- Organizational Structure
- Strategy Innovation
- Game Theory In Strategy
- Strategy, Heuristics, and Real Options
- Strategic Flexibility Creating Dynamic Competitive Advantages
- Subject Index
- Name Index
