Description
Strategic Management: Text and Cases Edition 8 by Dess,Gregory EBOOK PDF Instant Download
Table of Contents
strategic management text & cases
dedication
about the authors
preface
Acknowledgments
A guided tour
brief contents
contents
cases
PART 1 Strategic Analysis
CHAPTER 1 Strategic Management: Creating Competitive Advantages
Insights from Executives: Melvin Alexander, CPA
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
Organizational Vision
Mission Statements
Strategic Objectives
Summary
CHAPTER 2 Analyzing the External Environment of the Firm: Creating Competitive Advantages
Creating the Environmentally Aware Organization
The Role of Scanning, Monitoring, Competitive Intelligence, and Forecasting
SWOT Analysis
The General Environment
The Demographic Segment
The Sociocultural Segment
Insights from Research: New Tricks: Research Debunks Myths about Older Workers
The Political/Legal Segment
The Technological Segment
The Economic Segment
The Global Segment
Relationships among Elements of the General Environment
The Competitive Environment
Porter’s Five-Forces Model of Industry Competition
How the Internet and Digital Technologies Are Affecting the Five Competitive Forces
Using Industry Analysis: A Few Caveats
Strategic Groups within Industries
Summary
CHAPTER 3 Assessing the Internal Environment of the Firm
Value-Chain Analysis
Primary Activities
Support Activities
Insights from Executives: Lise M. Saari, Ph.D., Former Director of Global Employee Research, IBM
Interrelationships among Value-Chain Activities within and across Organizations
Integrating Customers into the Value Chain
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
Summary
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
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 Attract and Retain Talent
Social Networks: Implications for Knowledge Management and Career Success
The Potential Downside of Social Capital
Insights from Research: Hello Again! The Value of Rekindling Connections
Using Technology to Leverage Human Capital and Knowledge
Using Networks to Share Information
Electronic Teams: Using Technology to Enhance Collaboration
Codifying Knowledge for Competitive Advantage
Protecting the Intellectual Assets of the Organization: Intellectual Property and Dynamic Capabiliti
Intellectual Property Rights
Dynamic Capabilities
Summary
PART 2 Strategic Formulation
CHAPTER 5 Business-Level Strategy: Creating and Sustaining Competitive Advantages
Types of Competitive Advantage and Sustainability
Overall Cost Leadership
Differentiation
Insights from Research: Service Representatives Must Get Real with Customers
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?
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
Turnaround Strategies
Summary
CHAPTER 6 Corporate-Level Strategy: 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
Insights from Executives: Archie L. Jones, Vice President of Business Development at Kenexa, a Subsi
Strategic Alliances and Joint Ventures
Internal Development
How Managerial Motives Can Erode Value Creation
Growth for Growth’s Sake
Egotism
Antitakeover Tactics
Summary
CHAPTER 7 International Strategy: Creating Value in Global Markets
The Global Economy: A Brief Overview
Factors Affecting a Nation’s Competitiveness
Factor Endowments
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
Insights from Executives: Terrie Campbell, Vice President of Strategic Marketing at Ricoh Americas C
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
Summary
CHAPTER 8 Entrepreneurial Strategy and Competitive Dynamics
Recognizing Entrepreneurial Opportunities
Entrepreneurial Opportunities
Entrepreneurial Resources
Entrepreneurial Leadership
Insights from Executives: David Drews, Executive Vice President and CFO of Project: WorldWide
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
Summary
PART 3 Strategic Implementation
CHAPTER 9 Strategic Control and Corporate Governance
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
Insights from Research: Inspire Passion—Motivate Top Performance
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
Summary
CHAPTER 10 Creating Effective Organizational Designs
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 Start-Ups: 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
Insights from Research: How to Lead Virtual Teams
Boundaryless Organizations: Making Them Work
Creating Ambidextrous Organizational Designs
Ambidextrous Organizations: Key Design Attributes
Why Was the Ambidextrous Organization the Most Effective Structure?
Summary
CHAPTER 11 Strategic Leadership: Creating a Learning Organization and an Ethical Organization
Leadership: Three Interdependent Activities
Setting a Direction
Designing the Organization
Nurturing a Culture Committed to Excellence and Ethical Behavior
Insights from Executives: Michael Williams, Former Chief Financial Officer for Biggby Coffee
Getting Things Done: Overcoming Barriers and Using Power
Overcoming Barriers to Change
Using Power Effectively
Emotional Intelligence: A Key Leadership Trait
Self-Awareness
Self-Regulation
Motivation
Empathy
Social Skill
Emotional Intelligence: Some Potential Drawbacks and Cautionary Notes
Creating a Learning Organization
Inspiring and Motivating People with a Mission or Purpose
Developing Leaders
Empowering Employees at All Levels
Accumulating and Sharing Internal Knowledge
Gathering and Integrating External Information
Challenging the Status Quo and Enabling Creativity
Creating an Ethical Organization
Individual Ethics versus Organizational Ethics
Integrity-Based versus Compliance-Based Approaches to Organizational Ethics
Role Models
Corporate Credos and Codes of Conduct
Reward and Evaluation Systems
Policies and Procedures
Summary
CHAPTER 12 Managing Innovation and Fostering Corporate Entrepreneurship
Managing Innovation
Types of Innovation
Challenges of Innovation
Cultivating Innovation Skills
Defining the Scope of Innovation
Managing the Pace of Innovation
Staffing to Capture Value from Innovation
Collaborating with Innovation Partners
Insights from Research: Stimulating Your Employees’ Creativity: What Leaders Can Do
The Value of Unsuccessful Innovation
Corporate Entrepreneurship
Focused Approaches to Corporate Entrepreneurship
Dispersed Approaches to Corporate Entrepreneurship
Measuring the Success of Corporate Entrepreneurship Activities
Real Options Analysis: A Useful Tool
Applications of Real Options Analysis to Strategic Decisions
Potential Pitfalls of Real Options Analysis
Entrepreneurial Orientation
Autonomy
Innovativeness
Proactiveness
Competitive Aggressiveness
Risk Taking
Summary
PART 4 Case Analysis
CHAPTER 13 Analyzing Strategic Management Cases
How to Conduct a Case Analysis
Become Familiar with the Material
Identify Problems
Conduct Strategic Analyses
Propose Alternative Solutions
Make Recommendations
How to Get the Most from Case Analysis
Useful Decision-Making Techniques in Case Analysis
Integrative Thinking
Asking Heretical Questions
Conflict-Inducing Techniques
Following the Analysis-Decision-Action Cycle in Case Analysis
Summary
Appendix 1 to Chapter 13: Financial Ratio Analysis
Appendix 2 to Chapter 13: Sources of Company and Industry Information
cases
CASE 1 ROBIN HOOD
CASE 2 EDWARD MARSHALL BOEHM, INC.
CASE 3 AMERICAN INTERNATIONAL GROUP AND THE BONUS FIASCO
CASE 4 SOUTHWEST: IS LUV SOARING?
CASE 5JETBLUE AIRLINES: GETTING OVER THE “BLUES”?
CASE 6 BACKERS BEWARE: KICKSTARTER IS NOT A STORE
CASE 7 WEIGHT WATCHERS INTERNATIONAL, INC.
CASE 8 DIPPIN’ DOTS: IS THE FUTURE FROZEN?
CASE 9 JAMBA JUICE: FEELING THE SQUEEZE OR JUICING UP?
CASE 10 ANN TAYLOR: SURVIVAL IN SPECIALTY RETAIL
CASE 11 GREENWOOD RESOURCES: A GLOBAL SUSTAINABLEVENTURE IN THE MAKING
CASE 12 TATA STARBUCKS: HOW TO BREW A SUSTAINABLE BLEND FOR INDIA
CASE 13 AVON: A NEW ERA?
CASE 14 THE BOSTON BEER COMPANY: POISED FOR GROWTH
CASE 15 ZYNGA: ROOM FOR A FINAL ROUND OR IS THE GAME OVER?
CASE 16 APPLE INC.: STILL TAKING A BITE OUT OF THE COMPETITION?
CASE 17 CAMPBELL: HOW TO KEEP THE SOUP SIMMERING
CASE 18 UNITED WAY WORLDWIDE
CASE 19 THE GLOBAL CASINO INDUSTRY
CASE 20 EBAY
CASE 21 YAHOO!
CASE 22 WORLD WRESTLING ENTERTAINMENT
CASE 23 QVC
CASE 24 NINTENDO’S WII U
CASE 25 MCDONALD’S
CASE 26 PROCTER & GAMBLE
CASE 27 MICROFINANCE
CASE 28 SAMSUNG ELECTRONICS
CASE 29 HEINEKEN
CASE 30 FRESHDIRECT: IS IT REALLY FRESH?
CASE 31 JOHNSON & JOHNSON
CASE 32 GENERAL MOTORS
CASE 33 IS ONE FORD REALLY WORKING?
CASE 34 EMIRATES AIRLINE
CASE 35 CIRQUE DU SOLEIL
CASE 36 PIXAR
COMPANY INDEX
NAME INDEX
SUBJECT INDEX
