Strategic Management

Richard Lynch is Emeritus Professor of Strategic Management at Middlesex University, London, England. He is also a Visiting Professor at the University of Portsmouth, England. He originally studied at UMIST, Leeds University and the London Business School. He then spent over 20 years in business with well-known companies such as J Walter Thompson, Kraft Jacobs Suchard and Dalgety Spillers in positions in marketing and strategic management. During the early 1980s, he was a director of two public companies before setting up his own consultancy company specialising in European and international strategy. In the 1990s he became increasingly involved in Higher Education, eventually taking a full-time professorship in 1998. He retired from his full-time post in December 2004 but remains highly active in teaching, research and writing, including work at Trinity College Dublin, Ireland, the School of Economics and Management at Wuhan University, China and Politecnico di Milano, Italy. He has written five previous books on international marketing and strategy as well as a number of original research papers with colleagues for various academic journals and research conferences. His current research interests include projects on global, entrepreneurial and sustainability strategies, particularly with regard to companies from emerging countries like China and India.

Part 1 Introduction
Chapter 1 Strategic Management
Chapter 2 A Review of Theory and Practice
Part 2 Strategic Analysis and Purpose
Chapter 3 Analysing the Strategic Environment
Chapter 4 Analysing Resources and Capabilities
Chapter 5 Strategy Dynamics
Chapter 6 Prescriptive Purpose Delivered through Mission, Objectives and Ethics
Chapter 7 Purpose Emerging from Innovation, New Resources and Technologies
Part 3 Developing the Strategy
Chapter 8 Developing Business-level Strategy Options
Chapter 9 Developing Corporate-level Strategy Options
Chapter 10 Strategy Evaluation and Development: The Prescriptive Process
Chapter 11 Finding the Strategic Route Forward from Knowledge, Learning and Networks
Chapter 12 Organisational Structure, Style and People Issues
Part 4 The Implementation Process
Chapter 13 Implementing and Controlling the Strategic Plan
Chapter 14 Green Strategy and Sustainability
Chapter 15 Managing Strategic Change
Part 5 Different Strategy Contexts
Chapter 16 Strategic Leadership
Chapter 17 Entrepreneurial Strategy
Chapter 18 Government, Public Sector and Not-for-profit Strategies
Chapter 19 International Expansion and Globalisation Strategies