Strategic management : creating competitive advantages / Gregory G. Dess, G.T. Lumpkin, and Alan B. Eisner.

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 12 Managing Innovation and fostering corporate entrepreneurship
Managing innovation
Entrepreneurial orientation


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