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ESSENTIALS OF STRATEGIC MANAGEMENT, Third Edition, is a brief version of the authors' market-leading text STRATEGIC MANAGEMENT: AN INTEGRATED APPROACH, helping students identify and focus on core concepts in the field in a more succinct, streamlined format. Based on real-world practices and current thinking, the text's presentation of strategic management features an increased emphasis on the "business model" concept as a way of framing the issues of competitive advantage. Cutting-edge research, new strategic management theory, and a hands-on approach allow students to explore major topics in management, including corporate performance, governance, strategic leadership, technology, and business ethics. Its high-quality case program examines small, medium, and large companies--both domestic and international--so that students gain practice putting chapter concepts into action.
List of contents
Part I: INTRODUCTION TO STRATEGIC MANAGEMENT.
1. The Strategy-Making Process.
2. Stakeholders, the Mission, Governance, and Business Ethics.
Part II: THE NATURE OF COMPETITIVE ADVANTAGE.
3. External Analysis: The Identification of Opportunities and Threats.
4. Building Competitive Advantage.
Part III: BUILDING AND SUSTAINING LONG-RUN COMPETITIVE ADVANTAGE.
5. Business-Level Strategy and Competitive Positioning.
6. Strategy in the Global Environment.
7. Corporate-Level Strategy and Long-Run Profitability.
Part IV: STRATEGY IMPLEMENTATION.
8. Strategic Change: Implementing Strategies to Build and Develop a Company.
9. Implementing Strategy through Organizational Design.
Part V: Cases.
Apple in 2008.
SGI versus Dell.
The Home Video Game Industry.
McDonalds and Its Critics: 1973-2009.
The Global Auto Industry.
GM in 2009.
IKEA.
Rise of IBM.
Fall of IBM.
IBM in 2009.
About the author
Charles W. L. Hill is the Hughes M. Blake Professor of Business at the University of Washington Business School in Seattle. His research interests focus on competition and competitive analysis, corporate strategy, international business, organizational structure and corporate governance. Dr. Hill has published more than 50 articles in peer-reviewed academic journals and has served on the editorial boards of several top-tier journals, including the Academy of Management Review and the Strategic Management Journal. He also is the author of a successful international business textbook. An active consultant, Dr. Hill has worked with numerous leading companies. He has worked with Microsoft for almost 20 years and continues to be active within that organization. Dr. Hill received his Ph.D. from the University of Manchester in the United Kingdom.Gareth R. Jones was a Professor of Management in the Lowry Mays College and Graduate School of Business at Texas A&M University. He received his B.A. in Economics/Psychology and his Ph.D. in Management from the University of Lancaster, England, and he is trained in Economics and Organizational Theory and Behavior. His research interests include organizational design for performance, the evolution of business and corporate-level strategy. Dr. Jones has published articles in all of the major management journals and has co-authored several leading textbooks.
