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- Full title: Strategic Management: Concepts and Cases: Competitiveness and Globalization, 13th Edition
- Edition: 13th
- Copyright year: 2020
- Publisher: Cengage Learning
- Author: Michael A. Hitt; R. Duane Ireland; Robert E. Hoskisson
- ISBN: 9780357033838, 9780357125854
- Format: PDF
Description of Strategic Management: Concepts and Cases: Competitiveness and Globalization, 13th Edition:
Examine strategic management with the market-leading book that sets the standard as today’s most intellectually rich, practical analysis of strategic management. Written by prominent management scholars and award-winning instructors, Hitt/Ireland/Hoskisson’s STRATEGIC MANAGEMENT: COMPETITIVENESS AND GLOBALIZATION, 13E incorporates cutting-edge research and new examples from more than 600 companies to reveal how firms effectively use the strategic management process. This edition combines a classic industrial organization model with a resource-based view of the firm to demonstrate how businesses establish competitive advantages and create value for stakeholders in the global marketplace. You study how firms govern themselves, the value of strategic alliances to global companies and the value firms create by melding strategic management and entrepreneurial behaviors when competing. Also included at no additional charge are 20 leading business cases, carefully selected by the authors, which cover several US and international businesses across many industries.With STRATEGIC MANAGEMENT you gain the insights and understanding you need to outperform competitors and excel as a strategic leader.Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.
Table of Contents of Strategic Management: Concepts and Cases: Competitiveness and Globalization, 13th Edition PDF ebook:
Brief ContentsContentsPrefaceAbout the AuthorsPart 1: Strategic Management InputsChapter 1: Strategic Management and Strategic Competitiveness1-1 The Competitive Landscape1-2 The I/O Model of Above-Average Returns1-3 The Resource-Based Modelof Above-Average Returns1-4 Vision and Mission1-5 Stakeholders1-6 Strategic Leaders1-7 The Strategic Management ProcessSummaryKey TermsReview QuestionsMini-CaseNotesChapter 2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor An2-1 The General, Industry, and Competitor Environments2-2 External Environmental Analysis2-3 Segments of the General Environment2-4 Industry Environment Analysis2-5 Interpreting Industry Analyses2-6 Strategic Groups2-7 Competitor Analysis2-8 Ethical ConsiderationsSummaryKey TermsReview QuestionsMini-CaseNotesChapter 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Ad3-1 Analyzing the Internal Organization3-2 Resources, Capabilities, and Core Competencies3-3 Building Core Competencies3-4 Outsourcing3-5 Competencies, Strengths, Weaknesses, and Strategic DecisionsSummaryKey TermsReview QuestionsMini-CaseNotesPart 2: Strategic Actions: Strategy FormulationChapter: 4 Business-Level Strategy4-1 Customers: Their Relationship with Business-Level Strategies4-2 The Purpose of a Business-Level Strategy4-3 Business Models and Their Relationship with Business-Level Strategies4-4 Types of Business-Level StrategiesSummaryKey TermsReview QuestionsMini-CaseNotesChapter 5: Competitive Rivalry and Competitive Dynamics5-1 A Model of Competitive Rivalry5-2 Competitor Analysis5-3 Drivers of Competitive Behavior5-4 Competitive Rivalry5-5 Likelihood of Attack5-6 Likelihood of Response5-7 Competitive DynamicsSummaryKey TermsReview QuestionsMini-CaseNotesChapter 6: Corporate-Level Strategy6-1 Levels of Diversification6-2 Reasons for Diversification6-3 Value-Creating Diversification: Related Constrained and Related Linked Diversification6-4 Unrelated Diversification6-5 Value-Neutral Diversification: Incentives and Resources6-6 Value-Reducing Diversification: Managerial Motives to DiversifySummaryKey TermsReview QuestionsMini-CaseNotesChapter 7: Merger and Acquisition Strategies7-1 The Popularity of Mergerand Acquisition Strategies7-2 Reasons for Acquisitions7-3 Problems in Achieving Acquisition Success7-4 Effective Acquisitions7-5 RestructuringSummaryKey TermsReview QuestionsMini-CaseNotesChapter 8: International Strategy8-1 Identifying International Opportunities8-2 International Strategies8-3 Environmental Trends8-4 Choice of International Entry Mode8-5 Risks in an International Environment8-6 Strategic Competitiveness Outcomes8-7 The Challenge of International StrategiesSummaryKey TermsReview QuestionsMini-CaseNotesChapter 9: Cooperative Strategy9-1 Strategic Alliances as a Primary Type of Cooperative Strategy9-2 Business-Level Cooperative Strategy9-3 Corporate-Level Cooperative Strategy9-4 International Cooperative Strategy9-5 Network Cooperative Strategy9-6 Competitive Risks with Cooperative Strategies9-7 Managing Cooperative StrategiesSummaryKey TermsReview QuestionsMini-CaseNotesPart 3: Strategic Actions: Strategy ImplementationChpater 10: Corporate Governance10-1 Separation of Ownership and Managerial Control10-2 Ownership Concentration10-3 Board of Directors10-4 Market for Corporate Control10-5 International Corporate Governance10-6 Governance Mechanisms and Ethical BehaviorSummaryKey TermsReview QuestionsMini-CaseNotesChapter 11: Organizational Structure and Controls11-1 Organizational Structure and Controls11-2 Relationships between Strategy and Structure11-3 Evolutionary Patterns of Strategy and Organizational Structure11-4 Implementing Business-Level Cooperative Strategies11-5 Implementing Corporate-Level Cooperative Strategies11-6 Implementing International Cooperative StrategiesSummaryKey TermsReview QuestionsMini-CaseNotesChapter 12: Strategic Leadership12-1 Strategic Leadership and Style12-2 The Role of Top-Level Managers12-3 Managerial Succession12-4 Key Strategic Leadership ActionsSummaryKey TermsReview QuestionsMini-CaseNotesChapter 13: Strategic Entrepreneurship13-1 Entrepreneurship and Entrepreneurial Opportunities13-2 Innovation13-3 Entrepreneurs13-4 International Entrepreneurship13-5 Internal Innovation13-6 Implementing Internal Innovations13-7 Innovation through Cooperative Strategies13-8 Innovation through Acquisitions13-9 Creating Value through Strategic EntrepreneurshipSummaryKey TermsReview QuestionsMini-CaseNotesPart 4: Case StudiesPreparing an Effective Case AnalysisCase 1: Alphabet Inc.: Reorganizing GoogleCase 2: Baidu’s Business Model and Its EvolutionCase 3: Future of the Autonomous Automobile: A Strategy for BMWCase 4: An Examination of the Long-Term Healthcare Industry in the USACase 5: CrossFit at the CrossroadsCase 6: New Business Models for Heise Medien: Heading for the Digital TransformationCase 7: Illinois Tool Works: Retooling for Continued Growth and ProfitabilityCase 8: UltraRope: Crafting a Go-to-Market Strategy for Kone’s Innovative ‘UltraRope’ Hoisting CableCase 9: MatchMove: Business Model EvolutionCase 10: The Movie Exhibition Industry: 2018 and BeyondCase 11: Pacific Drilling: The Preferred Offshore DrillerCase 12: PfizerCase 13: Publix Supermarkets, Inc.Case 14: Driving Innovation and Growth at Starbucks: From Howard Schultz to Kevin JohnsonCase 15: Sturm, Ruger & Co. and the U.S. Firearms IndustryCase 16: The Trivago Way-Growing without Growing Up?Case 17: The Volkswagen Emissions ScandalCase 18: The Wells Fargo Banking ScandalCase 19: ZF Friedrichshafen’s Acquisition of TRW Automotive: Making the DealCase 20: The Rise and Fall of ZO RoomsName IndexCompany IndexSubject Index