Strategic Analytics : Integrating Management Science to Strategy

Cover -- Title Page -- Copyright -- Contents -- About the Companion website -- Chapter 1 Introduction to Strategic Analytics -- 1.1 What is Analytics? -- 1.2 What is Management Science? -- 1.3 What is Information Technology: New Challenges? -- 1.4 What is Strategic Management? -- 1.4.1 What are the Characteristics of Strategic Problems? -- 1.5 Strategy Analytics: Integrating Management Science with Strategic Management -- References -- Chapter 2 Dynamic Managerial Capabilities for a Complex World Under Big Data -- 2.1 Dynamic Managerial Capabilities -- 2.1.1 Task Dimension -- 2.1.2 Cognitive Dimension -- 2.1.3 Behavior Dimension -- 2.2 Integrating Management Science and Strategic Management: Managers as Modelers -- 2.2.1 Modeling -- 2.2.2 Behavior with and Beyond Models -- 2.2.3 Modeling Systems -- 2.2.4 Big Data Analytics Capabilities -- 2.3 End of Chapter -- 2.3.1 Revision Questions -- 2.3.2 Case Study: The Future of Strategizing -- References -- Further Reading -- Chapter 3 External Environment: Political, Economic, Societal, Technological and Environmental Factors -- 3.1 The PESTE Analysis -- 3.1.1 Limitations of PESTE Analysis -- 3.2 Integrating Management Science in the Strategic Management Process -- 3.2.1 Achieving Consistency in PESTE Analysis Using the Analytic Hierarchy Process -- 3.3 End of Chapter -- 3.4.1 Revision Questions -- 3.4.2 Case Study: Westmill Co-op and the Rise of Renewable Energy -- References -- Further Reading -- Chapter 4 Industry Dynamics -- 4.1 Defining the Industry -- 4.2 Porter's Five Forces and Industry Dynamics -- 4.2.1 Bargaining Power of Suppliers -- 4.2.2 Bargaining Power of Buyers -- 4.2.3 Substitutes -- 4.2.4 Threat of New Entrants -- 4.2.5 Intensity of Rivalry -- 4.2.6 Strategic Issues Derived from Five Forces Analysis -- 4.3 Integrating Management Science into Strategic Management