Theory of Strategic Management with Cases, International Edition
Produktdetaljer
Biografisk notat
Charles W. L. Hill is the Hughes M. Blake Professor of Business at the University of Washington Business School in Seattle. His research interests focus on competition and competitive analysis, corporate strategy, international business, organizational structure and corporate governance. Dr. Hill has published more than 50 articles in peer-reviewed academic journals and has served on the editorial boards of several top-tier journals, including the Academy of Management Review and the Strategic Management Journal. He also is the author of a successful international business textbook. An active consultant, Dr. Hill has worked with numerous leading companies. He has worked with Microsoft for almost 20 years and continues to be active within that organization. Dr. Hill received his Ph.D. from the University of Manchester in the United Kingdom. Gareth R. Jones was a Professor of Management in the Lowry Mays College and Graduate School of Business at Texas A&M University. He received his B.A. in Economics/Psychology and his Ph.D. in Management from the University of Lancaster, England, and he is trained in Economics and Organizational Theory and Behavior. His research interests include organizational design for performance, the evolution of business and corporate-level strategy. Dr. Jones has published articles in all of the major management journals and has co-authored several leading textbooks.PART I: INTRODUCTION TO STRATEGIC MANAGEMENT. 1. Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage. 2. External Analysis: The Identification of Opportunities and Threats. PART II: THE NATURE OF COMPETITIVE ADVANTAGE. 3. Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability. 4. Building Competitive Advantage Through Functional-Level Strategy. PART III: STRATEGIES. 5. Building Competitive Advantage Through Business-Level Strategy. 6. Business-Level Strategy and the Industry Environment. 7. Strategy and Technology. 8. Strategy in the Global Environment. 9. Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing. 10. Corporate-Level Strategy: Formulating and Implementing Related and Unrelated Diversification. PART IV: IMPLEMENTING STRATEGY. 11. Corporate Performance, Governance, and Business Ethics. 12. Implementing Strategy in Companies that Compete in a Single Industry. 13. Implementing Strategy in Companies that Compete Across Industries and Countries. CASES. 1. Home Video Game Industry, 1968-2011. 2. How SAP's Business Model and Strategies made it the Global Business Software Leader - Part I. 3. SAP and the Global Business Software Industry in 2011 - Part 2. 4. Google in 2011. 5. GE: Ecomagination - Driving Sustainable Growth for GE. 6. Nike: Sweatshops and Business Ethics. 7. eBay and the Online Auction and Retail Sales Industry in 2011. 8. The Evolution of the Small Package Express Delivery Industry, 1973-2010. 9. How Amazon.com Became the Leading Online Retailer in 2011. 10. Whole Food Markets in 2010: How to Grow in an Increasingly Competitive Market. 11. Tom Tom: New Competition Everywhere. 12. Viacom is Successful in 2011. 13. The Apollo Group in 2011. 14. Is Yahoo's Business Model Working in 2011? 15. Boeing Commercial Aerospace in 2011. 16. Alarm Ringing: Nokia in 2010. 17. KCI Technologies: Engineering the Future, One Employee at a Time. 18. Airborne Express: The Underdog. 19. American Airlines Since Deregulation. 20. Cemex's Acquisition Strategy. 21. 3M: The Second Century. 22. Merck, the FDA and the Vioxx Recall.