Strategic Capability Response Analysis

1. Front Matter

   Pages i-xxxiv

   PDF

2. Part I

   1. Front Matter

      Pages 1-5

      PDF

   2. Changing Perspectives of “Value”

      • David Walters, Deborah Helman

      Pages 7-33

   3. Industry Dynamics

      • David Walters, Deborah Helman

      Pages 35-51

   4. Using Capabilities to Build a Response-Led Strategic Decision Model

      • David Walters, Deborah Helman

      Pages 53-69

3. Part II

   1. Front Matter

      Pages 71-73

      PDF

   2. Performance Management: Value Drivers and Strategic Value Builders

      • David Walters, Deborah Helman

      Pages 75-98

   3. Profitability: Interpretations and Considerations

      • David Walters, Deborah Helman

      Pages 99-139

   4. Productivity

      • David Walters, Deborah Helman

      Pages 141-167

   5. Producibility: The Networked Organizations’ Strategic and Operational Infrastructure

      • David Walters, Deborah Helman

      Pages 169-193

   6. Partnerships: Managing Intra- and Interorganizational Relationships – The Global Value Chain Network

      • David Walters, Deborah Helman

      Pages 195-219

   7. Preservation: Corporate Sustainability

      • David Walters, Deborah Helman

      Pages 221-245

4. Part III

   1. Front Matter

      Pages 247-255

      PDF

   2. Building the “Connected” Business Model: Identifying Capability Requirements

      • David Walters, Deborah Helman

      Pages 257-283

   3. Managing the Business Model

      • David Walters, Deborah Helman

      Pages 285-303

   4. Working with the Convergence to Achieve Competitive Value Advantage

      • David Walters, Deborah Helman

      Pages 305-337

   5. Concepts and Cases

      • David Walters, Deborah Helman

      Pages 339-372

This book integrates Industrié 4.0, Value Chain Network Management 2.0, and Stakeholder Value-Led Management into a method, offering organizations an opportunity to be more analytical when making strategic decisions for operations management activities. Strategic Capability Response Analysis embraces the value expectations of all stakeholders in a business enterprise and links them together with a demand-supply-response relationship. This convergence delivers a focused “agile-rolling-value proposition” that optimizes the expectations and the resources of its stakeholder constituents. The use of Strategic Capability Response Analysis considers the implications of the changing environment of value chain network management for the digital age. Industrié 4.0 has presented numerous opportunities across all industries to improve both the effectiveness of strategic decisions and the efficiency of their implementation to the network stakeholders. As Industrié 4.0 is changing the characteristics of decision making, the proposed model considers the impact of alternative solutions on the core business model components of performance, profitability, productivity, producibility, partnerships and preservation. The book includes case studies to highlight current management problems and how this approach can be used to help resolve those issues.

• Industry 4.0
• Industrié 4.0
• Value Chain 2.0
• Value Migration
• Value Management
• Digital Economy
• Global Value Chain
• Global Value Network Model
• Stakeholder-Led Value Management
• Stakeholder Value
• Grounded Theory
• Strategic Capability Response Analysis
• Engineering Economics

• University of Technology Sydney, Sydney, Australia

  David Walters

• DeVry University, North Brunswick, USA

  Deborah Helman

David Walters BA (Alberta), MSc (Bradford), PhD (Cranfield) was an Honorary Adjunct Professor at the University of Technology Sydney. Prior to this post he was Professor of Management: Logistics and Supply Chain at ITLS, University of Sydney and subsequently an honorary professor. He has held posts at the Cranfield School of Management, Oxford University (Templeton College), Macquarie University and the Western Sydney University (Sydney Graduate School of Management). He has published several textbooks in business and marketing subjects, the most recent "Managing in the Value Chain Network" was published in 2012. He has published over 30 articles in academic journals. David Walters has teaching experience in a wide range of continents including North America, the Middle East, Europe, Asia, and Africa. In addition to his wide teaching experience he has acted as a consultant for many international companies. These have included: AWA, CSR, (Australia and New Zealand). British Oxygen Company, Coates, and notable retailing organizations; Harrods, Laura Ashley, the Kingfisher Group, Storehouse, Marks and Spencer, and Tesco.


Deborah Helman  BA (Leicester), MPhil (Cranfield, PhD (Birmingham) is Professor of Sales and Marketing at the Keller Graduate School of Management., and Co-Managing Editor of the DeVry University Journal of Scholarly Research.  Her research typically involves qualitative methods – focus groups, case study development in both the business and academic contexts. She is a member of the American Marketing Association.

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