Strategic Analytics - Martin Kunc

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Biographie:

MARTIN KUNC received his PhD from London Business School in Decision Science. He has built a distinguished career in business education and strategic consultancy. Currently, he serves as professor of Management Science at Southampton Business School, University of Southampton and holds visiting professorships at several other leading institutions. He is Editor-in-Chief of the Journal of the Operational Research Society and serves as an associate editor for several other academic journals. He is a member of the Operational Research Society and Arthur Andersen Alumni. Throughout his career, he has led consultancy projects addressing strategic challenges across a wide range of industries, contributing valuable insights and solutions to complex business problems....

Sommaire:

Preface to Second Edition xiii

Acknowledgments xv

About the Companion Website xvii

1 Introduction to Strategic Analytics 1

1.1 What Is Analytics? 3

1.2 What Is Management Science? 10

1.3 What Is Information Technology: New Challenges? 20

1.4 What Is AI and How Can It Enhance Business Analytics? 23

1.4.1 Integration of GenAI with BA 26

1.4.2 Implications of AI Adoption in Business Decision- making Processes 29

1.5 What Is Strategic Management? 31

1.5.1 What Are the Characteristics of Strategic Problems? 33

1.5.2 Different Approaches to Strategic Management 36

1.6 Strategy Analytics: Integrating Management Science and AI with Strategic Management 40

References 44

2 Dynamic Managerial Capabilities for a Complex World with AI 49

2.1 Dynamic Managerial Capabilities 50

2.1.1 Task Dimension 53

2.1.2 Cognitive Dimension 54

2.1.3 Behavior Dimension 55

2.1.4 AI Dimension 57

2.2 Integrating Management Science, Analytics, and AI for Strategic Management Practice 61

2.2.1 Managers as Modelers 62

2.2.2 Behavior with and Beyond Models 65

2.2.3 Modeling Systems 66

2.2.4 Big Data Analytics Capabilities 69

2.2.5 AI Capabilities 70

2.3 End of Chapter 73

2.3.1 Revision Questions 74

2.3.2 Case Study: The Future of Strategizing with AI 74

References 77

Further Reading 82

3 External Environment: Political, Economic, Societal, Technological, and Environmental Factors 85

3.1 The PESTE Analysis 87

3.1.1 Limitations of PESTE Analysis 88

3.2 Integrating Management Science, Analytics, and AI for Strategic Management Practice 92

3.2.1 Achieving Consistency in PESTE Analysis Using the Analytic Hierarchy Process 92

3.2.2 Understanding the Evolution of PESTE Factors Using Visualization Analytics 105

3.2.3 Scanning PESTE Factors Using AI 106

3.2.4 Developing Scenarios Supported With AI 107

3.2.5 Developing Scenarios Supported With System Dynamics 108

3.3 End of Chapter 109

3.3.1 Revision Questions 110

3.3.2 Case Study: Westmill Co- op and the Rise of Renewable Energy 111

References 113

Further Reading 115

4 Industry Dynamics 117

4.1 Defining the Industry 118

4.2 Porter's Five Forces and Industry Dynamics 119

4.2.1 Bargaining Power of Suppliers 120

4.2.2 Bargaining Power of Buyers 121

4.2.3 Substitutes 122

4.2.4 Threat of New Entrants 122

4.2.5 Intensity of Rivalry 123

4.2.6 Strategic Issues Derived from Five Forces Analysis 125

4.3 Integrating Management Science, Analytics, and AI for Strategic Management Practice 130

4.3.1 Revenue Management 130

4.3.2 Evaluating Competitors' Performance in the Market Using Text Mining 133

4.3.3 Managing Five Forces Through AI- enhanced Methods 139

4.4 End of Chapter 141

4.4.1 Revision Questions 141

4.4.2 Case Study: Strategic Evaluation of Entering in a New Market as a Low- cost Airline Using System Dynamics Modeling 142

4.4.2.1 Describing the Key Strategic Aspects of a Business Using a System Dynamics Model 142

4.4.2.2 The easyJet Case 143

References 148

Further Reading 150

5 Industry Evolution 153

5.1 Dynamic Behavioral Model of Industry Evolution 157

5.1.1 Industries as Feedback Systems 158

5.1.2 A Behavioral Model of Organizations 159

5.1.3 Dynamic Behavioral Model of Industry Evolution 161

5.1.4 Types of Dynamic Behavior and Strategic Implications on the Evolution of Industries 163

5.1.5 Indus...