• View the Talks
• 36 min
  1. Competitive strategy

  • Prof. Robert Grant
• 44 min
  2. The resource-based view of strategy

  • Prof. Robert Grant
• 60 min
  3. Strategy and sustainability: 6 'P's for socially responsible strategy

  • Prof. Jean-Pascal Gond
  • Prof. Andre Spicer
• 20 min
  4. Engineering the risk out of uncertain but high potential investments

  • Prof. Ian MacMillan
• 47 min
  5. Creative industries strategy

  • Prof. Simone Ferriani
• 83 min
  6. Multinational strategy: an overview

  • Prof. Stephen Tallman
• 53 min
  7. Alliances

  • Prof. William Mitchell
• 50 min
  8. Corporate-level strategy

  • Mr. Andrew Campbell
• 39 min
  9. Scenarios and strategy

  • Prof. Paul J. H. Schoemaker
• 42 min
  10. What are business models?

  • Prof. Charles Baden-Fuller

Printable Handouts

PDF

Navigable Slide Index

1. Introduction
2. Overview
3. Lakehouse
4. Closing the gap between training and employment
5. Strategy as purpose
6. Outline
7. Rethinking the purpose of strategy
8. The shareholder value model and the critique of CSR (1)
9. Friedman's assumptions
10. The shareholder value model and the critique of CSR (2)
11. Shareholder value is a result
12. Toward a stakeholder approach (1)
13. Toward a stakeholder approach (2)
14. CSR strategy as perspective
15. CSR and strategy as perspective: redefining the mission and values of the corporation (1)
16. CSR and strategy as perspective: redefining the mission and values of the corporation (2)
17. CSR strategy as plan
18. CSR strategy as plan: the case of Marks & Spencer
19. CSR strategy as plan: reconsidering the role of social responsibility in strategic planning (1)
20. CSR strategy as plan: reconsidering the role of social responsibility in strategic planning (2)
21. CSR strategy as plan: reconsidering the role of social responsibility in strategic planning (3)
22. CSR strategy as position
23. CSR strategy as position: creating a sustainable competitive advantage through CSR (1)
24. CSR strategy as position: creating a sustainable competitive advantage through CSR (2)
25. Inside-out analysis
26. Outside-in analysis
27. CSR strategy as position: creating a sustainable competitive advantage through CSR (3)
28. CSR strategy as ploy
29. CSR strategy as ploy: non-market strategy and manipulation through CSR
30. Multinational corporations involved in developing CSR standards
31. CSR strategy as pattern
32. CSR and strategy as pattern: strategising CSR, embedding CSR into strategy (1)
33. CSR and strategy as pattern: strategising CSR, embedding CSR into strategy (2)
34. Overview of the 6 'P's framework
35. Conclusion

Topics Covered

• Wealth and poverty in London
• Lakehouse company
• Closing the gap between training and employment
• Rethinking the purpose of strategy
• The shareholder value model and the critique of corporate social responsibility – Milton Friedman’s assumptions
• Shareholder value is a result, not a strategy – Shareholder vs. stakeholder view
• CSR and strategy as perspective – CSR and strategy as plan
• Marks & Spencer – CSR and strategy as position
• Inside-out analysis (Porter and Kramer 2006)
• Outside-in analysis (Porter and Kramer 2006) – CSR and strategy as ploy
• Unilever and the Marine Stewardship Council
• CSR and strategy as pattern – “Energy-Corp”

Links

Series:

• Strategic Management

Categories:

• Global Business Management
• Strategy

Bite-size Case Studies:

• Lakehouse: a framework for socially responsible strategy

Talk Citation

Publication History

• Published on July 8, 2013
• Reviewed on February 26, 2021