Strategic management : text and cases / Gregory G. Dess, G.T. Lumpkin, and Alan B. Eisner.

Contents

Part 1: Strategic analysis
Chapter 1: Management: Creating competitive advantages
What is strategic management?
The strategic management process
The role of corporate governance and stakeholder management
etc.

Chapter 2: Analyzing the external environment of the firm
Creating the environmentally aware organization
The general environment
The competitive environment

Chapter 3: Assessing the internal environment of the firm
Value-chain analysis
Resource-based view of the firm
Evaluating firm performance: Two approaches

Chapter 4: Recognizing a firm's intellectual assets: Moving beyond a firm's tangible resources
The central role of knowledge in today's economy
Human capital: The foundation of intellectual capital
The vital role of social capital
etc.

Part 2: Strategic formulation
Chapter 5: Business-level strategy: Creating and sustaining competitive advantages
Types of competitive advantage and sustainability
Industrial life cycle stages: Strategic implications

Chapter 6: Corporate-level strategy: Creating value through diversification
Making diversification: An overview
Related diversification: Economies of scope and revenue enhancement
Related diversification: Market power
etc.

Chapter 7: International strategy: Creating value in global markets
The global economy: A brief overview
Factors affecting a Nation's competitiveness
International expansion: A company's motivations and risks
etc.

Chapter 8: Digital business strategy: Leveraging capabilities in a disruptive environment
Competitive disruption, strategic management, and the digital economy
How the internet and digital technologies are affecting the five competitive forces
How the internet and digital technologies add value
etc.

Part 3: Strategic implementation
Chapter 9: Strategic control and corporate governance
Ensuring informational control: responding effectively to environmental change
Attaining behavioral control: Balancing culture, rewards, and boundaries
The role of corporate governance

Chapter 10: Creating effective organizational designs
Traditional forms of organizational structure
Linking strategic reward and evaluation systems to business-level and corporate-level strategies
Boundaryless organizational designs
etc.

Chapter 11: Strategic leadership: Creating a learning organization and an ethical organization
Leadership: Three interdependent activities
Emotional intelligence: A key leadership trait
Developing a learning organization
etc.

Chapter 12: Managing innovation and fostering corporate entrepreneurship
Managing innovation
Corporate entrepreneurship
Entrepreneurial orientation

Chapter 13: Recognizing opportunities and creating new opportunities
New ventures and small businesses
Opportunity recognition: Identifying and developing market opportunities
Entrepreneurial resources
etc.

Part 4: Case analysis
Chapter 14: Analyzing strategic management cases
Why analyze strategic management cases?
How to conduct a case analysis
How to get the most from case analysis
etc.

Includes bibliographical references and indexes p. 960-984