Strategic management : creating competitive advantages /
Gregory G. Dess, G.T. Lumpkin, and Alan B. Eisner.
- 3rd edition.
- Boston : McGraw-Hill/Irwin, 2007.
- xxii, 559 p. : col. ill. ; 26 cm.
CONTENT
PART 1.Strategic analysis
Chapter 1 Strategic management: creating competitive advantages. What is strategic management The strategic management process The role of corporate governance and stakeholder management The strategic management perspective: an imperative through the organization 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 firms' tangible resource s Human capital: the foundation of intellectual capital The vital social capital Using technology to leverage human capital and knowledge The central role of leveraging human capital in strategy formulation
Part 2 Strategic formulation Chapter 5 Business-level strategy: creating and sustaining competitive advantages Types of competitive advantage and sustainability Industry life cycle stages: Strategic implications
Chapter 6 Corporate-level strategy: creating value through diversification Making diversification: Economies of scope and revenue enhancement Related diversification: market power Unrelated diversification: Financial synergies and parenting The means to achieve diversification Real options analysis: a useful tool How managerial motives can erode value creation.
Chapter 7 International strategy: creating value in global markets The global economy: a brief overview Factors affecting a nations' competitiveness International expansion: A company motivations and risks Achieving competitive advantage in global markets Entry modes international expansion
Chapter 8 Digital business strategy: Leveraging capabilities in 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 How the internet and digital technologies are affecting the competitive strategies Are digital and internet-based advantages sustainable Etc.
Part 3 Strategic Implementation Chapter 9 Strategic control and corporate governance Ensuring information control: responding effectively to environment 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 Boundary less organizational designs Creating ambidextrous organizations
Chapter 11 Strategic leadership: creating a learning organization and an ethical organizational Leadership: three interdependent activities. Emotional Intelligence: a key leadership trait Developing a learning organizational Creating an a ethical organization
Chapter Recognizing opportunities and creating new opportunities New ventures and small business Opportunity recognition: Identifying and developing market opportunities Entrepreneurial resources Entrepreneurial leadership Entrepreneurial strategy
Part 4 Case Analysis Chapter 14 Analysis strategic management cases why analysis strategic management cases How to conduct a case analysis How to get the most case analysis
Includes bibliographical references and indexes: P 538-559