Text
Strategic management : text and cases 7th ed
Welcome to the Seventh Edition of Strategic Management: Text and Cases! We are all very pleased with the positive market response to our previous edition. Below is some of the encouraging feedback we have received from our reviewers: The text is thorough and all-inclusive. I don?t need to refer to another book as a back-up. It addresses all aspects of strategic management from the initial inspiration of a vision to the nuts and bolts of putting the plan to work. It is well structured; it is clear how each chapter not only builds on the previous ones, but also how analysis, formulation, and implementation are interrelated. We believe we have made valuable improvements throughout our many revised editions of Strategic Management. At the same time, we strive to be consistent and ?true? to our original overriding objective: a book that satisfies three R?s: relevant, rigorous, and readable. That is, our tagline (paraphrasing the well-known Secret deodorant commercial) is: ?Strong enough for the professor; made for the student.? And we are pleased that we have received feedback (such as the comments on the previous page) that is consistent with what we are trying to accomplish. To continue to earn the support of strategy instructors (and students!) we try to use an engaging writing style that minimizes unnecessary jargon and covers all of the traditional bases. We also integrate some central themes throughout the book?such as globalization, technology, ethics, environmental sustainability, and entrepreneurship?that are vital in understanding strategic management in today?s global economy. We draw on short examples from business practice to bring concepts to life by providing 85 Strategy Spotlights (more detailed examples in sidebars). Unlike other strategy texts, we provide three separate chapters that address timely topics about which business students should have a solid understanding. These are the role of intellectual assets in value creation (Chapter 4), entrepreneurial strategy and competitive dynamics (Chapter 8), and fostering entrepreneurship in established organizations (Chapter 12). We also provide an excellent set of cases to help students analyze, integrate, and apply strategic management concepts. In developing Strategic Management: Text and Cases, we certainly didn?t forget the instructors. As we all know, you have a most challenging (but rewarding) job. We did our best to help you. We provide a variety of supplementary materials that should help you in class preparation and delivery. For example, our chapter notes do not simply summarize the material in the text. Rather (and consistent with the concept of strategy!), we ask ourselves: ?How can we add value?? Thus, for each chapter, we provide numerous questions to pose to help guide class discussion, at least 12 boxed examples to supplement chapter material, and three detailed ?teaching tips? to further engage students. Also, the author team completed the chapter notes?along with the entire test bank?ourselves. That is, unlike many of our rivals, we didn?t simply farm the work out to others. Instead, we felt that such efforts help to enhance quality and consistency?as well as demonstrate our personal commitment to provide a top-quality total package to strategy instructors. With the seventh edition, we also benefited from valued input by our strategy colleagues to further improve our work. Let?s now address some of the key substantive changes in the Seventh Edition. Then we will cover some of the major features that we have had in previous editions. What?s New? Highlights of the Seventh Edition We have endeavored to add new material to the chapters that reflects both the feedback that we have received from our reviewers as well as the challenges that face today?s managers. Thus, we all invested an extensive amount of time carefully reviewing a wide variety of books, academic and practitioner journals, and the business press. We also worked hard to develop more concise and tightly written chapters. Based on feedback from some of the reviewers, we have tightened our writing style, tried to eliminate redundant examples, and focused more directly on what we feel is the most important content in each chapter for our audience. The overall result is that we were able to update our material, add valuable new content, and?at the same time?shorten the length of the chapters. Here are some of the major changes and improvements in the Seventh Edition: ? All of the 12 opening ?Learning from Mistakes? vignettes that lead off each chapter are totally new. Unique to this text, they are all examples of what can go wrong, and they serve as an excellent vehicle for clarifying and reinforcing strategy concepts. After all, what can be learned if one simply admires perfection! ? Well over half of our ?Strategy Spotlights? (sidebar examples) are brand new, and many of the others have been thoroughly updated. Although we have reduced the number of Spotlights from the previous edition to conserve space, we still have a total of 85?by far the most in the strategy market. We focus on bringing the most important strategy concepts to life in a concise and highly readable manner. And we work hard to eliminate unnecessary detail that detracts from the main point we are trying to make. Also, consistent with our previous edition, many of the Spotlights focus on three ?hot? issues that are critical in leading today?s organizations: ethics, environmental sustainability, and crowdsourcing. ? We have added a new feature?Issue for Debate?at the end of each chapter. We have pretested these situations and find that students become very engaged (and often animated!) in discussing an issue that has viable alternative points of view. It is an exciting way to drive home key strategy concepts. For example, in Chapter 1, Seventh Generation is faced with a situation that confronts their values, and they must decide whether or not to provide their products to some of their largest customers. In Chapter 3, some interesting tradeoffs arose when The World Triathlon Corporation expanded their exclusive branding of Ironman to products that didn?t reflect the ?spirit? of the brand. And, in Chapter 6, Delta Airlines? diversification into the oil business via their acquisition of an oil refinery poses an issue for some interesting alternative points of view. ? Throughout the chapters, we provide many excerpts from interviews with top executives from Adam Bryant?s The Corner Office. Such viewpoints provide valuable perspectives from leading executives and help to drive home the value and purpose of key strategy concepts. For example, we include the perspectives of Tim Brown (CEO of IDEO) on employee empowerment, John Stumpf (CEO of Wells Fargo) on strategy implementation, and Gordon Bethune (former CEO of Continental Airlines) on the importance of incentive systems. ? We have completely rewritten the ?Reflecting on Career Implications . . .? feature that we introduced in the Sixth Edition of Strategic Management. Based on reviewer feedback, we directed our attention to providing insights that are closely aligned with and directed to three distinct issues faced by our readers: prepare them for a job interview (e.g., industry analysis), help them with current employers or their career in general, or help them find potential employers and decide where to work. We feel this feature is significantly improved and should be of more value to students? professional development. Key content changes for the chapters include: ? Chapter 1 makes a strong business case for environmental sustainability and draws on Porter?s concept of ?shared value? that was initially introduced in the Sixth Edition. Such issues advance the notion that firms should go far beyond a narrow focus on shareholder returns. Further, shared value promotes practices that enhance the competitiveness of the company while simultaneously advancing the social and economic conditions in which it operates. Chapter 2 makes the distinction between ?hard trends? and ?soft trends? that was articulated by Dan Burrus in his recent book Flash Foresight. This distinction is important in determing the importance of current trends and their evolution over time. Soft trends are something that might happen and a probability with which it might happen can be assigned. In contrast, hard trends are based on measurable facts, events, or objects?they are something that will happen. We provide the example of how the identification of hard trends (in technology) led the renowned Mayo Clinic to develop a CD to help customers to access useful medical information. This initiative provided the Mayo Clinic with significant financial and nonfinancial benefits! ? Chapter 4 addresses two issues that are important to not only developing human capital in organizations but also for students entering?or enhancing their success in?an organization: mentorship versus sponsorship and the ?trap? of ineffective networks. Knowing the distinction between mentors and sponsors has valuable implications for one?s career. Mentors may provide coaching and advice, and prepare one for the next position. Sponsors, on the other hand, are typically somebody in a senior position who can advocate and facilitate career moves. We also draw on research that suggests three types of ?network traps? that professionals should work hard to avoid: the wrong structure, the wrong relationship, and the wrong behavior. ? Chapter 6 discusses when actions taken to change the scope of businesses in which a corporation competes lead to positive outcomes for the firm. We highlight the characteristics of both acquisitions and divestitures that lead to positive outcomes. With acquisitions, we focus on how the characteristics of the acquiring firm as well as the acquisition itself lead to positive reactions by the stock market to the announcement of the deal. With divestitures, we draw on the work by the Boston Consulting Group to highlight seven principles for effective divestitures. ? Chapter 7 looks into the hidden costs of offshoring. In recent years, many firms have moved parts of their operations to lower wage countries. In many cases, they have found that the expected cost savings were illusory. We discuss seven reasons why firms would not achieve the anticipated savings through offshoring and provide examples of firms that have benefited by bringing their operations back home. ? Chapter 8 includes an examination of crowdfunding, a rapidly growing means to finance entrepreneurial ventures. Crowdfunding involves drawing relatively small amounts of funding from a wide net of investors to provide potentially large pools of capital for entrepreneurial ventures. We discuss both the tremendous potential as well as the pitfalls of crowdfunding for entrepreneurs. Knowing that some of our students may want to be investors in these ventures, we also discuss issues that crowdfunding investors should consider when looking into these investment opportunities. ? Chapter 9 addresses how firms can build effective boards of directors. We identify how firms need to go beyond standard categories, such as insider versus outsider board members, to develop favorable board dynamics. We also discuss how the structure of boards has changed over the past 25 years. ? Chapter 10 examines the costs and benefits of nurturing strong relationships to ensure cooperation and achieve high levels of performance. Over the past 30 years, many scholars have argued that relational systems, where decisions regarding how to facilitate control and coordination are driven by relationships rather than bureaucratic systems and contracts, are superior to more traditional control systems. We examine this issue and discuss how relational systems have both advantages and disadvantages. We conclude with a brief discussion of when managers may want to rely more on relationship systems and when they may want to rely more on formal structure and reward systems. ? Chapter 11 introduces the concept of ?competency companions,? an important idea for managers to consider in developing their leadership ability. The idea is that leaders can benefit most by identifying and developing complementary strengths instead of continually working on already great qualities that they may possess. For example, a leader who has a strong competence in developing innovative ideas can extend that competency by developing strong communication skills. ? Chapter 13 updates our Appendix: Sources of Company and Industry Information. Here, we owe a big debt to Ruthie Brock and Carol Byrne, library professionals at the University of Texas at Arlington. These ladies have graciously provided us with comprehensive and updated information that is organized in a range of issues. These include competitive intelligence, annual report collections, company rankings, business websites, and strategic and competitive analysis. Such information is invaluable in analyzing companies and industries. ? Alan Eisner, our case editor, has worked hard to further enhance our excellent case package. ? Approximately half of our cases are author-written (much more than the competition). ? We have updated our users? favorite cases, creating fresh stories about familiar companies to minimize instructor preparation time and ?maximize freshness? of the content. ? We have added 6 exciting new cases to the lineup, including Boston Beer, Campbell Soup, Kickstarter, and Zynga. ? We have also extensively updated 23 familiar cases, including Apple, eBay, Ford, Johnson & Johnson, and many others. ? A major focus on fresh and current cases on familiar firms. ? Many videos on the Online Learning Center (OLC) or Connect to match the ca.NULL.NULL
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| Tan 658.4012 Des s (7th ed) | PSB lt.dasar - Pascasarjana | 3 |
| Penerbit | United Kingdom: McGraw Hill Education 2014 |
|---|---|
| Edisi | 7th |
| Subjek | Strategic planning |
| ISBN/ISSN | 9780077161088 |
| Klasifikasi | NONE |
| Deskripsi Fisik | xxix, 452 p. : il. ; 26 cm. |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |