MKTG1215 - Custom Edition for RMIT University

Strengthening a Company’s Competitive Position: Strategic Innovation, Competitive Moves, and
Scope of Operations: Chapter 6 from Essentials of Strategic Management: The Quest for Competitive
Advantage, 2026 Release by Gamble, Peteraf, Thompson, 2026 


Superior Strategy Execution—Another Path to Competitive Advantage: Chapter 10 from Essentials of
Strategic Management: The Quest for Competitive Advantage, 2026 Release by Gamble, Peteraf, Thompson,
2026


Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources: Chapter 4 from
Strategic Management: Text and Cases, 2026 Release by Dess, McNamara, Eisner, Sauerwald, 2026 


Creating Effective Organizational Designs: Chapter 10 from Strategic Management: Text and Cases, 2026
Release by Dess, McNamara, Eisner, Sauerwald, 2026
 
Applied Performance Practices: Chapter 6 from Organizational Behavior: Emerging Knowledge, Global Reality,
2026 Release by McShane, Von Glinow, 2026


Organizational Culture: Chapter 14 from Organizational Behavior: Emerging Knowledge, Global Reality, 2026
Release by McShane, Von Glinow, 2026 

What This eBook Covers


Strategy Execution and Organisational Capability
Gamble, Thompson and Peteraf – Chapter 10 introduces the principles of effective strategy execution, highlighting the importance of developing organisational capabilities, designing appropriate structures, aligning policies, processes and information systems with strategic objectives, and reinforcing desired behaviours through performance-based rewards.


Human Capital and Organisational Design
Dess, McNamara, Eisner and Sauerwald – Chapters 4 and 10 examine how organisations attract, develop and retain talented employees while building social capital and collaborative networks that support knowledge sharing and innovation. These chapters also explore how organisational structure supports strategy through alternative organisational designs, boundaryless organisations and organisational ambidexterity, demonstrating how flexibility and collaboration contribute to sustained organisational performance.
Motivation, Leadership and Organisational Culture
McShane and Von Glinow – Chapters 6 and 14 focus on how organisations motivate and develop employees through effective reward systems, job design, coaching and self-leadership. They examine the relationship between financial and non-financial rewards and organisational performance, the influence of job design on motivation and wellbeing, and the role of coaching in employee development. These chapters also explore how organisational culture shapes behaviour, decision-making and performance through shared values, norms and assumptions, including the influence of dominant cultures, subcultures and the conditions under which strong cultures enhance organisational effectiveness.


Strategic Choices for Competitive Advantage
Gamble, Thompson and Peteraf – Chapter 6 complements these topics by examining the strategic decisions managers make to strengthen competitive advantage and sustain long-term success. The chapter considers the timing of competitive actions, offensive and defensive strategies, and decisions relating to vertical integration, outsourcing, strategic alliances, mergers and acquisitions.
Together, these chapters provide a comprehensive foundation for understanding the organisational dimensions of strategy. They demonstrate that successful strategic management depends not only on selecting the right strategy, but also on developing the organisational capabilities, leadership, culture and systems necessary to execute that strategy effectively.


Source Texts
Gamble, J., Thompson, A. & Peteraf, M. (2026). Essentials of Strategic Management. McGraw Hill.
McShane, S. & Von Glinow, M. (2026). Organisational Behaviour: Emerging Knowledge. Global Reality. McGraw Hill.
Dess, G., McNamara, G., Eisner, A. & Sauerwald, S. (2026). Strategic Management: Creating Competitive Advantages. McGraw Hill