Strategic Management and Competitive Advantage: Concepts and Cases, Global Edition

Series
Pearson
Author
Jay B. Barney / William S Hesterly  
Publisher
Pearson
Cover
Softcover
Edition
6
Language
English
Total pages
544
Pub.-date
July 2018
ISBN13
9781292258041
ISBN
1292258047
Related Titles


Product detail

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9781292258041
Strategic Management and Competitive Advantage: Concepts and Cases, Global Edition
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Description

For courses in strategy and strategic management.

Core strategic management concepts without the excess

Strategic Management and Competitive Advantage: Concepts and Cases strips out the unnecessary, by presenting material that answers the question: does this concept help students analyze real business situations? Each chapter has four short sections that cover specific issues in depth, allowing professors to adapt the text to their particular needs. By utilizing this carefully crafted approach, the 6th Edition provides students with the tools they need for strategic analysis.

Also available with MyLab Management

MyLabTM is the teaching and learning platform that empowers you to reach every student. By combining trusted authors’ content with digital tools and a flexible platform, MyLab personalizes the learning experience and improves results for each student. Learn more about MyLab Management.

Features

Help students develop critical-thinking skills

· New - Chapter Six summarizes the latest theoretical and empirical work on the value of strategic flexibility. It describes the settings under which flexibility will create value, and how that value can be estimated.

· New - Chapter Seven explores the economic -- and ethical -- implications of explicit and tacit collusion. Even if a particular firm chooses to not engage in collusion, it must still understand this strategy and its economic consequences, because some of its competitors may choose this strategy.

· The fundamental concepts include a five forces framework, value chain analysis, generic strategies, and corporate strategy. VRIO framework is used through the text to help students understand Strategic Management concepts.

Engaging examples from recent strategic management models

· New and Updated - Opening Cases in the text and instructor’s manual use timely examples on:

o New - “Go, Pokémon, Go” in Chapter One: This case discusses how the Pokemon altered reality game was created, and asks if this product will be a source of sustained competitive advantage.

o New - “How Attractive is the Music Streaming Business?in Chapter Two: Music streaming services are very popular, but very few make money. Why is this the case, and what impact will this have on the strategies of these firms.

o New - “When a Noun Becomes a Verb” in Chapter Three: Why has Google gained a competitive advantage, and will the company be able to sustain it?

Present specific issues and research made relevant in a flexible format

Each chapter presents specific issues in more depth, allowing professors and students to adapt the text to their particular needs:

· Strategy in Depth examines the intellectual foundations that are behind the way managers think about the practice of strategy today.

· Ethics and Strategy delves into some of the ethical dilemmas that managers face as they confront strategic decisions.

Also available with MyLab Management

MyLabTM is the teaching and learning platform that empowers you to reach every student. By combining trusted authors’ content with digital tools and a flexible platform, MyLab personalizes the learning experience and improves results for each student. Learn more about MyLab Management.

Reach every student with MyLab

· Deliver trusted content: You deserve teaching materials that meet your own high standards for your course. That’s why we partner with highly respected authors to develop interactive content and course-specific resources that you can trust -- and that keep your students engaged.

o Mini Sims put students in professional roles and give them the opportunity to apply course concepts and develop decision-making skills through real-world business challenges.

· Empower each learner: Each student learns at a different pace. Personalized learning pinpoints the precise areas where each student needs practice, giving all students the support they need -- when and where they need it -- to be successful.

o The Study Plan gives students personalized recommendations, practice opportunities, and learning aids to help them stay on

New to this Edition

Help students develop critical-thinking skills

· Chapter Six summarizes the latest theoretical and empirical work on the value of strategic flexibility. It describes the settings under which flexibility will create value, and how that value can be estimated.

· Chapter Seven explores the economic -- and ethical -- implications of explicit and tacit collusion. Even if a particular firm chooses to not engage in collusion, it must still understand this strategy and its economic consequences, because some of its competitors may choose this strategy.

Engaging examples from recent strategic management models

· Opening Cases in the text and instructor’s manual use timely examples on:

o “Go, Pokémon, Go” in Chapter One: This case discusses how the Pokemon altered reality game was created, and asks if this product will be a source of sustained competitive advantage.

o “How Attractive is the Music Streaming Business?in Chapter Two: Music streaming services are very popular, but very few make money. Why is this the case, and what impact will this have on the strategies of these firms.

o “When a Noun Becomes a Verb” in Chapter Three: Why has Google gained a competitive advantage, and will the company be able to sustain it?

Check out the preface for a complete list of features and what's new in this edition

Table of Contents

PART I: THE TOOLS OF STRATEGIC ANALYSIS

1. What is Strategy and the Strategic Management Process? 

2. Evaluating a Firm’s External Environment 

3. Evaluating a Firm’s Internal Capabilities 

 

END-OF-PART I: CASES PC 1—1

 

PART II: BUSINESS-LEVEL STRATEGIES

4. Cost Leadership 

5. Product Differentiation 

6. Flexibility and Real Options 

7. Collusion 

 

END-OF-PART II: CASES PC 2—1

 

PART III: CORPORATE STRATEGIES

8. Vertical Integration 

9. Corporate Diversification 

10. Organizing to Implement Corporate Diversification 

11. Strategic Alliances 

12. Mergers and Acquisitions 

 

END-OF-PART III:  PC 3—1

Appendix: Analyzing Cases and Preparing for Class Discussions 

Glossary 

Company Index 

Name Index 

Subject Index 

Author

Jay Barney is currently a Presidential Professor of Strategic Management and holds the Lassonde Chair in Social Entrepreneurship at the Eccles School of Business at the University of Utah. He received his undergraduate degree from Brigham Young University, and his master’s and PhD degrees from Yale University. Previously, he served on the faculties at the Anderson Graduate School of Management at UCLA, the Mays School of Business at Texas A&M University, and as the Chase Chair for Excellence in Strategic Management at the Fisher College of Business at the Ohio State University. He has also served as a visiting scholar at INSEAD in Fontainebleau, France and as a visiting professor at the Said Business School at Oxford University, United Kingdom.

Most of Professor Barney’s research focuses on how firms can gain and sustain competitive advantages. He has published over 100 articles in a variety of outlets, including the Harvard Business Review, the Sloan Management Review, the Strategic Management Journal, the Academy of Management Review , the Academy of Management Journal, and has published six books, including a novel titled What I Didn’t Learn at Business School: How Strategy Works in the Real World (with Trish Gorman). He has published some of the most widely cited papers in the field of strategic management.

Professor Barney has won several awards for his research and writing, including the Irwin Outstanding Educator Award for the Business Policy and Strategy Division of the Academy of Management, the Scholarly Contributions Award for the Academy of Management, and three honorary doctoral degrees -- from Lund University (Sweden), the Copenhagen Business School (Denmark), and Universidad Pontifica Comillas (Spain). He has also been elected to the Academy of Management Fellows and the Strategic Management Society Fellows and has won teaching awards at UCLA, Texas A&M, and Ohio State.

Professor Barney has also served as an officer of the Business Policy and Strategy Division of the Academy of Management, as a member of the board and later an officer of the Strategic Management Society, as an Associate Editor at the Journal of Management, as a Senior Editor at Organization Science, as a Co-editor at the Strategic Entrepreneurship Journal, and currently serves as Editor at the Academy of Management Review.

Professor Barney consults with companies and other organizations to help identify and leverage their sources of sustained competitive advantage. His over 50 clients have included Honeywell, Hewlett Packard, Texas Instruments, Koch Industries, Nationwide Insurance, Cardinal Health, and Columbus Public Schools.

William Hesterly is the Associate Dean for Faculty and Research and the Dumke Family Presidential Chair of Strategic Management in the David Eccles School of Business, University of Utah. After studying at Louisiana State University, he received bachelor's and master’s degrees from Brigham Young University and a PhD from the University of California, Los Angeles.

Professor Hesterly’s research on organizational economics, vertical integration, organizational forms, and entrepreneurial networks has appeared in top journals including the Academy of Management Review, Organization Science, Strategic Management Journal, Journal of Management, and the Journal of Economic Behavior and Organization. His research has been mentioned on the front page of the Wall Street Journal and was featured prominently in Malcolm Gladwell’s 2010 New Yorker article, “Talent Grab.”

Professor Hesterly’s research was