Description

For courses in strategy and strategic management.

Core strategic management concepts without the excess

Strategic Management and Competitive Advantage: Concepts 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.

Pearson MyLabTM Management is not included. Students, if MyLab Management is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN. MyLab Management should only be purchased when required by an instructor. Instructors, contact your Pearson representative for more information.

Reach every student by pairing this text with Pearson MyLab Management

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

Features

This title is a Pearson Global Edition. The Editorial team at Pearson has worked closely with educators around the world to include content, which is especially relevant to students outside the United States.

Teach the essentials of strategic management skills with a new approach

· New - Authors provide students with a different technique to learning strategic management skills, excluding models or frameworks that have proven to be theoretically unsound or empirically not substantiated.

· New - Topics that are now covered more completely in non-strategic management texts are no longer included.

· New - Author discussions on strategic management models that provide important insights and have emerged over the years.

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 throughout the text to help students understand Strategic Management concepts.

· A discussion on corporate competitive advantage in the product market, is included along with a student’s competitive advantage in the labor market.

· Chapter Three describes the socially complex, path dependent, and causally ambiguous intimate capabilities that students need to develop.

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.

· With the most up to date conceptual and analytical material in the field of strategic management, the authors present the material in an accessible and applicable way using:

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

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

Pearson MyLabTM Management is not included. Students, if Pearson MyLab Management is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN. Pearson MyLab Management should only be purchased when required by an instructor. Instructors, contact your Pearson representative for more information.

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.

· 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

New to this Edition

Teach the essentials of strategic management skills with a new approach

· Authors provide students with a different approach to learning strategic management skills, excluding models or frameworks that have proven to be theoretically unsound or empirically not substantiated.

· Topics that are now covered more completely in non-strategic management texts are no longer included.

· Author discussions on strategic management models that provide important insights and have emerged over the years.

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.

Pearson MyLabTM Management is not included. Students, if Pearson MyLab Management is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN. Pearson MyLab Management should only be purchased when required by an instructor. Instructors, contact your Pearson representative for more information

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