Description

For undergraduate and graduate level Strategic Management courses.
Get straight to the heart of important strategic management concepts.
This brief text offers a concise explanation of the most important concepts and techniques in strategic management. Further, cases and simulations are a perfect supplement to Essentials of Strategic Management, while its brevity also makes it suitable for use in corporate and executive training programs.
This edition contains new information to reflect the latest changes in the discipline while remaining brief and to the point.

Features

For undergraduate and graduate level Strategic Management courses.
Get straight to the heart of important strategic management concepts.
This brief text offers a concise explanation of the most important concepts and techniques in strategic management. Further, cases and simulations are a perfect supplement to Essentials of Strategic Management, while its brevity also makes it suitable for use in corporate and executive training programs.
This edition contains new information to reflect the latest changes in the discipline while remaining brief and to the point.
Get straight to the point: The brevity of this text keeps all the most important information at the forefront of your course.
Provide an accessible organization of information:

• The Strategic Decision-making Model—based on the underlying processes of environmental scanning, strategy formulation, strategy implementation, and evaluation and control—is presented in chapter 1 and provides an integrated framework for readers to follow throughout the book.
• The Resource-based View of the Firm (including Barney’s VRIO framework) is presented in chapter 4 and serves as a foundation for organizational analysis. Sections on business models and value chain analysis are also used to assess a company’s strengths and weaknesses and to identify core and distinctive competencies.

Make learning and studying easier:

• Chapter opening vignettes appear at the beginning of each chapter where they help illustrate the coming material and reinforce the concepts that have already been discussed.
• Every chapter also concludes with a list of key terms anda set of discussion questions—useful for studying purposes and for assessing knowledge before moving on to the next chapter.

NEW! Stay on the cutting-edge: The fifth edition addresses many new topics, and includes updated data and illustrations. Examples of new material include:

• Contrasting the agency theory with the stewardship theory.
• Increased material on sustainability and moral relativism.
• PESTEL analysis has been added to environment scanning.
• A discussion of brands has been added to the material on marketing resources.
• Open innovation has been added to the discussion of R&D strategy.
• And more!

New to this Edition

NEW! Stay on the cutting-edge: The fifth edition addresses many new topics, and includes updated data and illustrations. Examples of new material include:

• Contrasting the agency theory with the stewardship theory.
• Increased material on sustainability and moral relativism.
• PESTEL analysis has been added to environment scanning.
• A discussion of brands has been added to the material on marketing resources.
• Open innovation has been added to the discussion of R&D strategy.
• And more!

Table of Contents

Appendix C: Strategic Audit of a Corporation

Part 1: Introduction to Strategic Management
Chapter 1: Basic Concepts of Strategic Management
Chapter 2: Corporate Governance, Ethics, and Social Responsibility
Part 2: Scanning the Environment
Chapter 3: Environmental Scanning and Industry Analysis
Chapter 4: Internal Scanning: Organizational Analysis
Part 3: Strategy Formulation
Chapter 5: Strategy Formulation: Situation Analysis and Business Strategy

Chapter 6: Strategy Implementation: Organizing for Action
Chapter 7: Strategy Formulation: Corporate Strategy
Chapter 8: Strategy Formulation: Functional Strategy and Strategic Choice
Part 4: Strategy Implementation and Control
Chapter 9: Strategy Implementation: Staffing and Leading
Chapter 10: Evaluation and Control