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xvii | |
| About the authors |
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xix | |
| About the book |
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xxii | |
| How to use this book |
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xxiv | |
| How to use the Online Resource Centre |
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xxvii | |
| Acknowledgements |
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xxix | |
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Introduction: `business' and its `environment' |
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1 | (30) |
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The approach of this book---themes and issues |
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2 | (2) |
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4 | (1) |
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Business and the problem of scarcity |
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4 | (1) |
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The private sector of business |
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5 | (2) |
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The private sector---on closer inspection |
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7 | (3) |
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Free market vs. regulation? |
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7 | (2) |
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Competition vs. market power? |
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9 | (1) |
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Profit vs. social responsibility? |
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9 | (1) |
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Other sectors of business---the public sector and the third sector |
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10 | (3) |
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Differences between the private and public sectors |
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10 | (3) |
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A simple model of business in its environment---transforming inputs into outputs |
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13 | (2) |
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Porter's `five forces' model |
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14 | (1) |
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Conceptualizing the environment of business |
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15 | (2) |
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Spatial level---local to global |
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15 | (1) |
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External and internal environments |
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16 | (1) |
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Immediate and general environments |
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17 | (1) |
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17 | (1) |
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Interaction between business and the environment---responding, influencing and choosing |
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17 | (3) |
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17 | (1) |
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18 | (1) |
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18 | (2) |
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The nature of the internal environment |
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20 | (1) |
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20 | (1) |
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Types of organization structure |
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21 | (3) |
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21 | (1) |
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22 | (1) |
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Divisions and operational units |
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23 | (1) |
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23 | (1) |
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Delayering---flat structure |
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23 | (1) |
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24 | (3) |
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Uncertainty and `bounded rationality' |
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24 | (1) |
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24 | (1) |
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SWOT (strengths, weaknesses, opportunities, threats) |
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25 | (1) |
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25 | (1) |
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25 | (1) |
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26 | (1) |
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26 | (1) |
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27 | (1) |
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28 | (1) |
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Review and discussion questions |
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29 | (1) |
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30 | (1) |
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30 | (1) |
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30 | (1) |
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30 | (1) |
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31 | (124) |
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33 | (30) |
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35 | (1) |
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Describing the economic environment |
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35 | (1) |
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36 | (1) |
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36 | (1) |
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36 | (1) |
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36 | (1) |
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Developing the economic problem |
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36 | (4) |
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36 | (3) |
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39 | (1) |
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39 | (1) |
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Perspectives on the economic environment |
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40 | (3) |
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42 | (1) |
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43 | (1) |
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The case for government intervention |
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43 | (4) |
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Disadvantages of the market system |
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43 | (1) |
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Competing critiques---the need to acknowledge the modern nature of capitalism |
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44 | (3) |
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Markets and how they operate |
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47 | (11) |
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47 | (2) |
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49 | (1) |
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49 | (1) |
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50 | (1) |
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51 | (1) |
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52 | (1) |
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Analysing market changes: the significance of equilibrium |
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52 | (1) |
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Equilibrium analysis explained |
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53 | (1) |
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Equilibrium analysis---guidelines for use |
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53 | (2) |
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55 | (2) |
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Income elasticity of demand |
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57 | (1) |
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58 | (1) |
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59 | (1) |
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Case study: the food business |
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59 | (1) |
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Review and discussion questions |
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60 | (1) |
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61 | (1) |
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61 | (1) |
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62 | (1) |
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The technological environment |
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63 | (27) |
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Introduction: what is technology? |
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65 | (2) |
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How does technology foster business growth and development? |
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67 | (3) |
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Total output/total amount of labour |
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67 | (3) |
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Technology and national competitive advantage |
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70 | (2) |
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Perspectives on creating a national environment to promote technology |
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72 | (2) |
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Technology and business competitive advantage |
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74 | (3) |
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77 | (7) |
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78 | (1) |
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79 | (1) |
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79 | (1) |
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80 | (4) |
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84 | (1) |
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84 | (1) |
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85 | (1) |
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Case study: containerization |
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86 | (2) |
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Review and discussion questions |
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88 | (1) |
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88 | (1) |
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88 | (1) |
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89 | (1) |
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89 | (1) |
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The political-legal environment |
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90 | (31) |
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Introduction: what is politics? Why is politics necessary? |
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92 | (2) |
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Free market versus regulation |
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92 | (1) |
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Constraints and opportunities |
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93 | (1) |
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93 | (1) |
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Narrow and broad conceptions of politics |
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93 | (1) |
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What has politics got to do with business? |
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94 | (2) |
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96 | (1) |
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The interdependence of business and government |
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96 | (3) |
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97 | (1) |
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97 | (1) |
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98 | (1) |
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98 | (1) |
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98 | (1) |
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The international dimension |
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99 | (1) |
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99 | (10) |
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99 | (2) |
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Liberal democracy and the constitution |
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101 | (6) |
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107 | (2) |
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Political values and ideologies |
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109 | (3) |
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109 | (3) |
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Ideology and political parties |
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112 | (1) |
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The main political parties |
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113 | (3) |
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113 | (2) |
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115 | (1) |
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116 | (1) |
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116 | (1) |
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117 | (1) |
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Case study: politics after Thatcherism |
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117 | (2) |
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Review and discussion questions |
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119 | (1) |
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119 | (1) |
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119 | (1) |
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120 | (1) |
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120 | (1) |
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The social and cultural environment |
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121 | (34) |
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Introduction: what is the social and cultural environment? |
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123 | (2) |
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What has it got to do with business? Society, culture and business |
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125 | (3) |
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Examples of social-cultural impacts on business |
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125 | (2) |
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Examples of business impacts on culture and society |
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127 | (1) |
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127 | (1) |
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Demographic trends---an ageing population |
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128 | (4) |
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128 | (1) |
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Implications of ageing for business |
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129 | (3) |
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Immigration and multiculturalism |
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132 | (3) |
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Implications of immigration for business and society |
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133 | (2) |
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135 | (4) |
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135 | (1) |
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135 | (1) |
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136 | (2) |
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138 | (1) |
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Relevance of the class structure to business |
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139 | (1) |
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139 | (6) |
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Equality of opportunity versus equality of outcome |
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140 | (1) |
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140 | (1) |
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140 | (1) |
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The earnings distribution |
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141 | (1) |
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141 | (1) |
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141 | (2) |
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What has inequality got to do with business? |
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143 | (2) |
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145 | (4) |
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145 | (1) |
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146 | (1) |
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146 | (1) |
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147 | (1) |
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148 | (1) |
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149 | (1) |
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149 | (1) |
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Case study: decline of the working class? |
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150 | (2) |
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Review and discussion questions |
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152 | (1) |
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152 | (1) |
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153 | (1) |
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153 | (1) |
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153 | (2) |
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155 | (312) |
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Keeping the economy stable |
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157 | (30) |
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Introduction: the macroeconomy and macroeconomic policy |
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159 | (1) |
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The objectives of macroeconomic policy |
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160 | (11) |
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A stable and satisfactory rate of economic growth |
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161 | (2) |
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163 | (1) |
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164 | (2) |
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A high and stable level of employment, and a consistently low level of unemployment |
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166 | (3) |
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A low and stable rate of inflation |
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169 | (2) |
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The case for stabilizing the economy |
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171 | (5) |
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Stabilization policy in question |
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176 | (3) |
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From stabilization policy to controlling inflation |
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179 | (2) |
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Contemporary macroeconomic policy---an eclectic macroeconomics |
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181 | (1) |
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182 | (1) |
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183 | (1) |
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Case study: what does an independent central bank do? |
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183 | (2) |
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Review and discussion questions |
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185 | (1) |
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185 | (1) |
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186 | (1) |
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186 | (1) |
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186 | (1) |
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Can the marketplace be ethical? Corporate social responsibility |
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187 | (26) |
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189 | (1) |
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The emergence of the CSR agenda |
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190 | (1) |
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Key terms in the discussion of corporate responsibility |
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191 | (2) |
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Corporate social responsibility |
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192 | (1) |
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192 | (1) |
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192 | (1) |
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193 | (5) |
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The free market view of CSR |
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193 | (2) |
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Stakeholder theory and CSR |
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195 | (3) |
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The motivations for pursing a CSR policy |
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198 | (2) |
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198 | (1) |
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199 | (1) |
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199 | (1) |
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An overview of CSR policy and process using Aviva as a case study |
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200 | (1) |
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The process and practice of CSR |
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201 | (7) |
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201 | (1) |
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Value clarification and management |
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201 | (4) |
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Responsibility negotiation and planning |
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205 | (1) |
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206 | (2) |
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208 | (1) |
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209 | (1) |
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Case study: Nestle and infant formula |
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209 | (2) |
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Review and discussion questions |
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211 | (1) |
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211 | (1) |
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211 | (1) |
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212 | (1) |
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212 | (1) |
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Achieving a better work--life balance |
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213 | (26) |
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215 | (3) |
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What is work--life balance? |
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218 | (1) |
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Why work--life balance is moving up the agenda |
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218 | (5) |
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The intensification of work |
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219 | (1) |
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220 | (2) |
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222 | (1) |
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223 | (6) |
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224 | (1) |
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Part-time workers regulations |
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225 | (1) |
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Time off for family emergencies |
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226 | (1) |
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226 | (1) |
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226 | (1) |
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226 | (1) |
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The right to request flexible working |
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227 | (1) |
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227 | (1) |
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228 | (1) |
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229 | (1) |
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Balancing work and retirement---the `pensions crisis' |
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230 | (4) |
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The state versus the market |
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232 | (1) |
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The proposals of the Turner report |
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233 | (1) |
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234 | (1) |
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235 | (1) |
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Case study: work-life balance in practice |
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235 | (2) |
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Review and discussion questions |
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237 | (1) |
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237 | (1) |
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237 | (1) |
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238 | (1) |
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238 | (1) |
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Europe: an ever-closer union of member states? |
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239 | (34) |
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Introduction: the EU and its members |
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241 | (2) |
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241 | (2) |
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Institutions and decision-making |
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243 | (2) |
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Council of Ministers of the European Union |
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243 | (1) |
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243 | (1) |
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244 | (1) |
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Integration, trade and cultural considerations |
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245 | (3) |
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Restricted free trade: customs union to single market |
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245 | (2) |
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247 | (1) |
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EU trade in a global business context |
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247 | (1) |
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Cultural diversity and business implications |
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247 | (1) |
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248 | (5) |
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Exchange rates and the euro |
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248 | (2) |
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250 | (1) |
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251 | (1) |
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Euro business strategy and operations |
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252 | (1) |
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Financing the EU: budget issues and challenges from enlargement |
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253 | (7) |
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Budget objectives and composition |
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253 | (1) |
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Key budget issues and challenges |
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254 | (2) |
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The Common Agricultural Policy (CAP) |
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256 | (1) |
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256 | (2) |
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258 | (1) |
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258 | (2) |
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Doing business in the new Europe |
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260 | (5) |
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261 | (2) |
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263 | (2) |
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Europe and the future: ever-closer union or . . .? |
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265 | (2) |
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265 | (1) |
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265 | (2) |
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267 | (2) |
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269 | (1) |
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Case study: the knowledge economy: Finland and Nokia |
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269 | (2) |
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Review and discussion questions |
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271 | (1) |
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271 | (1) |
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271 | (1) |
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272 | (1) |
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272 | (1) |
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Business and the changing public sector |
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273 | (27) |
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275 | (1) |
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The public and the private sectors |
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275 | (1) |
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276 | (1) |
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The political environment and public sector management |
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276 | (5) |
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Politics and policy-making |
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277 | (1) |
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Central government and local authorities |
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278 | (1) |
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279 | (1) |
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Public sector effectiveness |
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280 | (1) |
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The shift in emphasis since 1979 in Britain and across Europe from the 1980s and 1990s |
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281 | (4) |
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281 | (1) |
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282 | (1) |
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283 | (1) |
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Approaches to reform in the context of public service management |
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283 | (1) |
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An outline of the reform strategy and implementation in Great Britain |
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284 | (1) |
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Public--Private partnerships |
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285 | (6) |
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`Private finance initiative' (PFI) |
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287 | (1) |
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287 | (2) |
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Data, measurement, statistics, performance indicators |
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289 | (1) |
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290 | (1) |
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290 | (1) |
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The political and policy organizations |
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291 | (2) |
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291 | (1) |
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292 | (1) |
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293 | (1) |
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293 | (1) |
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Case study: fire safety provision |
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294 | (3) |
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Review and discussion questions |
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297 | (1) |
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298 | (1) |
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298 | (1) |
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298 | (1) |
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299 | (1) |
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Business in the political arena |
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300 | (31) |
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302 | (1) |
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The complexity of the political arena |
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302 | (1) |
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The play of interests and power in the political process |
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303 | (3) |
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The representation of business interests |
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306 | (1) |
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Understanding the influence of business in the political process |
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307 | (1) |
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307 | (1) |
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308 | (10) |
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The Lessons of Sunday trading |
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311 | (1) |
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312 | (6) |
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Neocorporatism---the importance of economic interests |
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318 | (2) |
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The neocorporatist phase in the UK |
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319 | (1) |
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319 | (1) |
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319 | (1) |
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The privileged position of business |
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320 | (1) |
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320 | (1) |
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Business as a political actor |
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321 | (1) |
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The consequences of globalization |
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|
321 | (1) |
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The ups and downs of business influence over policy-making |
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322 | (1) |
|
Business influence---'nothing special' or `unique'? |
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|
323 | (1) |
|
Pressure on business from CSOs |
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|
323 | (1) |
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324 | (1) |
|
Is business influence in the political process a good thing? |
|
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325 | (1) |
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326 | (1) |
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326 | (1) |
|
Case study: the political influence of the car industry |
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|
327 | (2) |
|
Review and discussion questions |
|
|
329 | (1) |
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329 | (1) |
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|
329 | (1) |
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|
|
330 | (1) |
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|
330 | (1) |
|
Globalization of business |
|
|
331 | (26) |
|
|
|
Introduction: the impact of globalization on the business environment |
|
|
333 | (3) |
|
Globalization: from local to global? |
|
|
334 | (2) |
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|
|
336 | (2) |
|
International trade and the creation of the global marketplace |
|
|
336 | (1) |
|
Globally organized production and investment flows |
|
|
337 | (1) |
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|
337 | (1) |
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|
337 | (1) |
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|
338 | (1) |
|
Rapid technological change |
|
|
338 | (1) |
|
The growth of globalization |
|
|
338 | (1) |
|
Perspectives on globalization |
|
|
339 | (8) |
|
Classical and neoclassical views |
|
|
339 | (1) |
|
Ricardo and comparative advantage |
|
|
340 | (1) |
|
Radical/Marxist views: globalization is bad---the dependency tradition |
|
|
341 | (1) |
|
Structuralist writers---globalization could be good if . . . |
|
|
342 | (4) |
|
|
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346 | (1) |
|
The global challenge: international business strategy and the global environment |
|
|
347 | (1) |
|
International business strategy |
|
|
347 | (1) |
|
Global ethics for the global business? |
|
|
348 | (4) |
|
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349 | (1) |
|
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349 | (1) |
|
|
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350 | (1) |
|
|
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351 | (1) |
|
|
|
351 | (1) |
|
|
|
351 | (1) |
|
Attitudes to graft and corruption |
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|
351 | (1) |
|
|
|
352 | (1) |
|
|
|
352 | (1) |
|
|
|
353 | (1) |
|
Review and discussion questions |
|
|
354 | (1) |
|
|
|
355 | (1) |
|
|
|
355 | (1) |
|
|
|
355 | (1) |
|
|
|
356 | (1) |
|
Balancing business freedom and the authority of the law |
|
|
357 | (29) |
|
|
|
|
|
359 | (1) |
|
|
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360 | (1) |
|
|
|
361 | (1) |
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|
362 | (3) |
|
|
|
362 | (1) |
|
|
|
363 | (1) |
|
|
|
363 | (1) |
|
|
|
364 | (1) |
|
|
|
364 | (1) |
|
The European Court of Justice |
|
|
364 | (1) |
|
|
|
365 | (1) |
|
Alternative dispute resolution |
|
|
365 | (1) |
|
|
|
365 | (3) |
|
|
|
366 | (1) |
|
|
|
366 | (1) |
|
Who enforces European law? |
|
|
367 | (1) |
|
|
|
368 | (9) |
|
|
|
368 | (1) |
|
|
|
369 | (1) |
|
Limited liability partnerships |
|
|
370 | (1) |
|
|
|
371 | (5) |
|
|
|
376 | (1) |
|
How far should the law intervene---regulation vs. deregulation |
|
|
377 | (4) |
|
|
|
377 | (1) |
|
|
|
378 | (1) |
|
|
|
379 | (2) |
|
|
|
381 | (1) |
|
|
|
381 | (1) |
|
Case study: the working time directive |
|
|
382 | (1) |
|
Review and discussion questions |
|
|
383 | (1) |
|
|
|
383 | (1) |
|
|
|
383 | (1) |
|
|
|
384 | (1) |
|
|
|
384 | (2) |
|
Entrepreneurship and enterprise |
|
|
386 | (30) |
|
|
|
|
|
|
|
388 | (1) |
|
Understanding enterprise and entrepreneurship |
|
|
388 | (7) |
|
|
|
389 | (1) |
|
What is `an enterprise' or SME? |
|
|
389 | (1) |
|
Who is the small-business manager? |
|
|
390 | (1) |
|
|
|
390 | (1) |
|
Defining the entrepreneur as social, serial, or an intrapreneur |
|
|
390 | (3) |
|
What makes an entrepreneur? |
|
|
393 | (2) |
|
Key dimensions in the development of small business |
|
|
395 | (7) |
|
|
|
395 | (3) |
|
|
|
398 | (2) |
|
|
|
400 | (2) |
|
The importance of new businesses and SMEs |
|
|
402 | (3) |
|
Strengths and weaknesses of small business |
|
|
405 | (2) |
|
Widening participation in enterprise |
|
|
407 | (2) |
|
|
|
407 | (1) |
|
Black and minority ethnic (BME) entrepreneurs |
|
|
408 | (1) |
|
Entrepreneurs from the `baby boom' generation |
|
|
409 | (1) |
|
|
|
409 | (1) |
|
|
|
410 | (1) |
|
Case study: the female entrepreneur |
|
|
411 | (2) |
|
Review and discussion questions |
|
|
413 | (1) |
|
|
|
413 | (1) |
|
|
|
413 | (1) |
|
|
|
414 | (1) |
|
|
|
414 | (2) |
|
Business and sustainable development |
|
|
416 | (29) |
|
|
|
Introduction: the impact of sustainable development issues on the business environment |
|
|
418 | (3) |
|
|
|
418 | (1) |
|
Moving from history to the present day |
|
|
419 | (2) |
|
The current global environmental problem and business, and the international response |
|
|
421 | (5) |
|
The current global environmental problem |
|
|
421 | (3) |
|
International responses: the `Earth Summit' and after |
|
|
424 | (2) |
|
The application of sustainable development frameworks to environmental issues |
|
|
426 | (6) |
|
Conventional frameworks for dealing with environmental issues |
|
|
426 | (1) |
|
The concept of sustainable development (SD) |
|
|
427 | (3) |
|
Types of approaches for dealing with environmental problems |
|
|
430 | (2) |
|
Sustainable development and business |
|
|
432 | (7) |
|
Defining sustainability in relation to business |
|
|
432 | (6) |
|
The significance of sustainable development for business |
|
|
438 | (1) |
|
|
|
439 | (1) |
|
|
|
439 | (1) |
|
Case study: sustainable transport for a large business |
|
|
440 | (2) |
|
Review and discussion questions |
|
|
442 | (1) |
|
|
|
443 | (1) |
|
|
|
443 | (1) |
|
|
|
443 | (1) |
|
|
|
444 | (1) |
|
Conclusion: themes and issues---looking ahead |
|
|
445 | (22) |
|
|
|
|
|
|
|
447 | (1) |
|
Looking back to the future |
|
|
448 | (4) |
|
The global business environment post-1945 |
|
|
449 | (1) |
|
Domestic business environment in the first world |
|
|
450 | (1) |
|
|
|
451 | (1) |
|
Looking ahead: the political environment |
|
|
452 | (3) |
|
A new approach to combining the state and the market? |
|
|
452 | (1) |
|
Challenges for the future political environment |
|
|
453 | (2) |
|
Looking ahead: the economic environment |
|
|
455 | (3) |
|
Economic stability and growth |
|
|
456 | (1) |
|
|
|
456 | (1) |
|
Threats to economic stability and growth |
|
|
457 | (1) |
|
Looking ahead: the social environment |
|
|
458 | (4) |
|
|
|
458 | (1) |
|
|
|
458 | (2) |
|
|
|
460 | (2) |
|
Looking ahead: the technological environment |
|
|
462 | (2) |
|
Creating the knowledge economy---opportunities |
|
|
462 | (1) |
|
|
|
463 | (1) |
|
|
|
464 | (1) |
|
Case study: the football business |
|
|
464 | (2) |
|
Review and discussion questions |
|
|
466 | (1) |
|
|
|
466 | (1) |
|
|
|
466 | (1) |
| Glossary |
|
467 | (10) |
| Index |
|
477 | |
