Strategic Management : Creating Competitive Advantages.

Intro -- Table of Contents and Preface -- Cover Page -- Title Page -- Copyright -- dedication -- About the Author -- Preface -- Connect -- A Guided Tour and Cases -- Brief Contents -- Contents -- Chapter 1: Strategic Management -- Introduction -- Creating Competitive Advantages -- What Is Strategic Management? -- Defining Strategic Management -- The Four Key Attributes of Strategic Management -- The Strategic Management Process -- Intended versus Realized Strategies -- Strategy Analysis -- Strategy Formulation -- Strategy Implementation -- The Role of Corporate Governance and Stakeholder Management -- Alternative Perspectives of Stakeholder Management -- Social Responsibility and Environmental Sustainability: Moving beyond the Immediate Stakeholders -- The Strategic Management Perspective: An Imperative throughout the Organization -- Ensuring Coherence in Strategic Direction -- Why Share a Firm's Strategic Direction? -- Organizational Vision -- Mission Statements -- Strategic Objectives -- Key Points -- Summary Review Questions -- Key Terms -- Experiential Exercises and Application Questions -- Ethics Questions -- Chapter 2: Analyzing the External Environment of the Firm -- Introduction -- Enhancing Awareness of the External Environment -- The Role of Scanning, Monitoring, Competitive Intelligence, and Forecasting -- SWOT Analysis -- The General Environment -- The Demographic Segment -- The Sociocultural Segment -- The Political/Legal Segment -- The Technological Segment -- The Economic Segment -- The Global Segment -- Relationships among Elements of the General Environment -- Digital Economy: A Fundamental Shift in the Business Envrionment -- The Competitive Environment -- Porter's Five Forces Model of Industry Competition -- Using Industry Analysis: A Few Caveats -- Strategic Groups within Industries -- Key Points -- SUMMARY REVIEW QUESTIONS.

Key Terms -- Experiential Exercises and Application Questions -- Ethics Questions -- Chapter 3: Assessing the Internal Environment of the Firm -- Introduction -- Value-Chain Analysis -- Primary Activities -- Support Activities -- Interrelationships among Value-Chain Activities within and across Organizations -- Applying the Value Chain to Service Organizations -- Resource-Based View of the Firm -- Types of Firm Resources -- Firm Resources and Sustainable Competitive Advantages -- The Generation and Distribution of a Firm's Profits: Extending the Resource-Based View of the Firm -- Evaluating Firm Performance: Two Approaches -- Financial Ratio Analysis -- Integrating Financial Analysis and Stakeholder Perspectives: The Balanced Scorecard -- Key Points -- SUMMARY REVIEW QUESTIONS -- Key Terms -- Experiential Exercises and Application Questions -- Ethics Questions -- Chapter 4: Recognizing a Firm's Intellectual Assets -- Introduction -- Moving beyond a Firm's Tangible Resources -- The Central Role of Knowledge in Todays Economy -- Human Capital: The Foundation of Intellectual Capital -- Attracting Human Capital -- Developing Human Capital -- Retaining Human Capital -- Enhancing Human Capital: Redefining Jobs and Managing Diversity -- The Vital Role of Social Capital -- How Social Capital Helps the Firm Leverage New and Former Talent -- Social Networks: Implications for Knowledge Management and Career Success -- The Potential Downside of Social Capital -- Using Technology to Leverage Human Capital and Knowledge -- Using Networks to Share Information -- Virtual Teams: Using Technology to Enhance Collaboration -- Codifying Knowledge for Competitive Advantage -- Protecting the Intellectual Assets of the Organization: Intellectual Property and Dynamic Capabilities -- Intellectual Property Rights -- Dynamic Capabilities -- Key Points.

Summary Review Questions -- Key Terms -- Experiential Exercises and Application Questions -- Ethics Questions -- Chapter 5: Business-Level Strategy -- Introduction -- Creating and Sustaining Competitive Advantages -- Types of Competitive Advantage and Sustainability -- Overall Cost Leadership -- Differentiation -- Focus -- Combination Strategies: Integrating Overall Low Cost and Differentiation -- Can Competitive Strategies Be Sustained? Integrating and Applying Strategic Management Concepts -- Atlas Door: A Case Example -- Are Atlas Door's Competitive Advantages Sustainable? -- Strategies for Platform Markets -- Industry Life-Cycle Stages: Strategic Implications -- Strategies in the Introduction Stage -- Strategies in the Growth Stage -- Strategies in the Maturity Stage -- Strategies in the Decline Stage -- Retrenchment Strategies -- Key Points -- Summary Review Questions -- Key Terms -- Experiential Exercises and Application Questions -- Ethics Questions -- Chapter 6: Corporate-Level Strategy -- Introduction -- Creating Value through Diversification -- Making Diversification Work: An Overview -- Related Diversification: Economies of Scope and Revenue Enhancement -- Leveraging Core Competencies -- Sharing Activities -- Enhancing Revenue and Differentiation -- Related Diversification: Market Power -- Pooled Negotiating Power -- Vertical Integration -- Unrelated Diversification: Financial Synergies and Parenting -- Corporate Parenting and Restructuring -- Portfolio Management -- Caveat: Is Risk Reduction a Viable Goal of Diversification? -- The Means to Achieve Diversification -- Mergers and Acquisitions -- Strategic Alliances and Joint Ventures -- Internal Development -- How Managerial Motives Can Erode Value Creation -- Growth for Growth's Sake -- Egotism -- Antitakeover Tactics -- Key Points -- Summary Review Questions -- Key Terms.

Experiential Exercises and Application Questions -- Ethics Questions -- Chapter 7: International Strategy -- Introduction -- Creating Value in Global Markets -- The Global Economy: A Brief Overview -- Factors Affecting a Nation's Competitiveness -- Factor Endowments7,8 -- Demand Conditions -- Related and Supporting Industries -- Firm Strategy, Structure, and Rivalry -- Concluding Comment on Factors Affecting a Nation's Competitiveness -- International Expansion: A Company's Motivations and Risks -- Motivations for International Expansion -- Potential Risks of International Expansion -- Global Dispersion of Value Chains: Outsourcing and Offshoring -- Achieving Competitive Advantage in Global Markets -- Two Opposing Pressures: Reducing Costs and Adapting to Local Markets -- International Strategy -- Global Strategy -- Multidomestic Strategy -- Transnational Strategy -- Global or Regional? A Second Look at Globalization -- Entry Modes of International Expansion -- Exporting -- Licensing and Franchising -- Strategic Alliances and Joint Ventures -- Wholly Owned Subsidiaries -- Key Points -- Summary Review Questions -- Key Terms -- Experiential Exercises and Application Questions -- Ethics Questions -- Chapter 8: Entrepreneurial Strategy and Competitive Dynamics -- Introduction -- Recognizing Entrepreneurial Opportunities -- Entrepreneurial Opportunities -- Entrepreneurial Resources -- Entrepreneurial Leadership -- Entrepreneurial Strategy -- Entry Strategies -- Generic Strategies -- Combination Strategies -- Competitive Dynamics -- New Competitive Action -- Threat Analysis -- Motivation and Capability to Respond -- Types of Competitive Actions -- Likelihood of Competitive Reaction -- Choosing Not to React: Forbearance and Co-opetition -- Key Points -- Summary Review Questions -- Key Terms -- Experiential Exercises and Application Questions.

Ethics Questions -- Chapter 9: Strategic Control and Corporate Governance -- Introduction -- Ensuring Informational Control: Responding Effectively to Environmental Change -- A Traditional Approach to Strategic Control -- A Contemporary Approach to Strategic Control -- Attaining Behavioral Control: Balancing Culture, Rewards, and Boundaries -- Building a Strong and Effective Culture -- Motivating with Rewards and Incentives -- Setting Boundaries and Constraints -- Behavioral Control in Organizations: Situational Factors -- Evolving from Boundaries to Rewards and Culture -- The Role of Corporate Governance -- The Modern Corporation: The Separation of Owners (Shareholders) and Management -- Governance Mechanisms: Aligning the Interests of Owners and Managers -- CEO Duality: Is It Good or Bad? -- External Governance Control Mechanisms -- Corporate Governance: An International Perspective -- Key Points -- Summary Review Questions -- Key Terms -- Experiential Exercises and Application Questions -- Ethics Questions -- Chapter 10: Creating Effective Organizational Designs -- Introduction -- Traditional Forms of Organizational Structure -- Patterns of Growth of Large Corporations: Strategy-Structure Relationships -- Simple Structure -- Functional Structure -- Divisional Structure -- Matrix Structure -- International Operations: Implications for Organizational Structure -- Global Startups: A Recent Phenomenon -- How an Organization's Structure Can Influence Strategy Formulation -- Boundaryless Organizational Designs -- The Barrier-Free Organization -- The Modular Organization -- The Virtual Organization -- Boundaryless Organizations: Making Them Work -- Creating Ambidextrous Organizational Designs -- Ambidextrous Organizations: Key Design Attributes -- Why Was an Ambidextrous Organization the Most Effective Structure? -- Key Points -- Summary Review Questions.

Key Terms.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.