A free sample of Chapter 4 "The Strategic Architecture" is available to view on the Student Companion Site. Please click on the 'Student Companion Site' link on the top right of this page. All chapters along with the Table of Contents and Preface, are also available as free downloadable inspection copies for lecturers.  Please click on 'Instructor Companion Site' on the top right of this page and follow the links to register your details. Strategic Management Dynamics is a development of Kim Warren’s successful ‘Competitive Strategy Dynamics’ – winner of the 2005 Jay Wright Forrester Award for contributions to System Dynamics.  This new book is more than a ‘second edition’, it is substantially extended to increase its usefulness to teachers and students of Strategy and other management topics.  Strategic Management Dynamics provides a complete framework in the field of Strategic Management. It combines theory with clearly illustrated examples to examine the concept of financial performance and the tools that can be used to improve it. The book goes on to highlight the importance of other factors that affect performance including staff turnover, competition, and so on. JOIN THE DISCUSSION AT THE STRATEGIC MANAGEMENT DYNAMICS FORUM - http://www.kimwarren.com/forum/

Table of Contents:
Preface xi Acknowledgements xv How to Use This Book xvii Chapter 1 Performance through time 1 The performance imperative 1 The management challenge: improving future performance 7 Timescales 17 Performance aims in different contexts 19 Functional performance objectives 25 Information needs 35 Case example: performance of Ryanair, the low-fare airline 36 Suggested questions and exercises 39 Using worksheet 1 39 Worksheet 1 41 Notes 42 Chapter 2 Resources drive performance 45 From performance to resources 51 The resource-based view of strategy 89 Identifying, specifying and measuring tangible resources 96 Suggested questions and exercises 112 Using worksheet 2 113 Worksheet 2 115 Notes 117 Chapter 3 Resource accumulation 121 Winning and keeping resources: “bathtub behavior” 124 Defining and measuring resources and their flows 126 Resource flows change over time 129 Practical examples of the importance of resource flows 134 Resource building in Ryanair 140 What drives resource flows? 142 Changing state versus changing activity 145 Segmentation 147 Causal ambiguity and problems with correlation 149 Resources, flows and value-chain analysis 157 Adding “lumps” of resource 163 Suggested questions and exercises 168 Using worksheet 3 169 Worksheet 3 170 Worksheet 3B 171 Notes 172 Chapter 4 The strategic architecture 173 Interdependence: resource flows depend on existing resource levels 175 Feedback effects arising from interdependence 189 The strategic architecture 192 The strategic architecture and other approaches to mapping strategy 219 Suggested questions and exercises 231 Using worksheets 4 and 5 232 Worksheet 4 235 Worksheet 5 236 Notes 237 Chapter 5 Resource attributes 239 Quality of tangible resources 240 Resources and attribute “co-flows” 243 The resource quality curve 267 Attributes that bring access to other potential resources 274 Resources carrying multiple attributes 280 Resources attributes and performance at Ryanair 282 Other uses of the resource attribute concept 286 Incorporating attribute analysis in strategy development 308 Suggested questions and exercises 312 Using worksheets 6a, 6b and 6c 313 Worksheet 6a 316 Worksheet 6b 317 Worksheet 6c 318 Notes 319 Chapter 6 Resource development 323 Resource development within the organization 324 Developing resources beyond the organization’s boundaries 344 Resource development in noncommercial cases 398 Resource development in Ryanair and other airlines 404 Relating resource development to the strategic architecture 406 Using worksheets 7a–7d, 8 and 9 411 Worksheet 7a 417 Worksheet 7b 418 Worksheet 7c 419 Worksheet 7d 420 Worksheet 8 421 Worksheet 9 422 Notes 423 Chapter 7 The dynamics of rivalry 427 Illustrating the three types of rivalry: coffee stores 430 Further issues in type-1 rivalry 443 Extending type-2 rivalry 453 Extending type-3 rivalry 464 Extending rivalry to resources other than customers 478 Rivalry in noncommercial situations 483 Dealing with multiple competitors 484 Rivalry in the low-fare airline industry 495 Suggested questions and exercises 503 Using worksheets 10–12 504 Worksheet 10a 508 Worksheet 10b 509 Worksheet 11 510 Worksheet 12 511 Notes 512 Chapter 8 Goals and controls 515 Different types of strategic decision 515 Policy to control strategy 533 Strategy, policy and competition 547 Conflicting objectives 550 When multiple decisions affect the same resource 554 Suggested questions and exercises 569 Using worksheet 13 569 Worksheet 13 572 Notes 573 Chapter 9 Intangible resources 575 Intangibles concerning state of mind 584 Information-based intangible resources 602 Quality-based intangibles 610 Integrating intangible resources into the strategic architecture 618 Suggested questions and exercises 620 Using worksheet 14 620 Worksheet 14 623 Notes 624 Chapter 10 Capabilities 627 Example of capability effects 634 Capabilities and business processes 637 Developing capabilities: learning 645 Capabilities and organizational learning 658 Suggested questions and exercises 669 Using worksheets 15a and 15b 669 Worksheet 15a 671 Worksheet 15b 672 Notes 673 Index 677