Strategic Management: Competitiveness and Globalization , Eighth Edition (Concepts and Cases)

✍ Scribed by Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson

• Publisher: Cengage Learning
• Year: 2008
• Tongue: English
• Leaves: 843
• Edition: 8
• Category: Library

✦ Synopsis

STRATEGIC MANAGEMENT: COMPETITIVENESS AND GLOBALIZATION, CONCEPTS, Eighth Edition, is a comprehensive Strategic Management text that combines proven scholarship; cutting-edge research; a practical global focus; and the most thorough, up-to-date, and relevant business examples available. Now, this trusted business text is enhanced by the addition of powerful new media and technology resources, including an updated video program, ThomsonNOW™ online learning tools, and the Business and Company Resource Center (BCRC)--a complete electronic business library that makes in-depth research simple. The highly respected authors, all active teachers and experts in the strategic management field, use a unique model to illustrate how real-world businesses use strategic management to build a sustained competitive advantage. The text includes current and relevant examples, outstanding figures and models, and a wide selection of critical issues you will confront as rising professionals in today's evolving business environment.

✦ Table of Contents

Front Cover......Page 1
Title Page......Page 2
Copyright......Page 3
Brief Contents......Page 6
Contents......Page 8
Preface......Page 19
About the Authors......Page 25
Part 1: Strategic Management Inputs......Page 28
1: Strategic Management and Strategic Competitiveness......Page 29
Openinig Case: Boeing and Airbus: A Global Competitive Battle over Supremacy in Producing Commercial Aircraft......Page 30
The Competitive Landscape......Page 33
The I/O Model of Above-Average Returns......Page 40
The Resource-Based Model of Above-Average Returns......Page 43
Vision and Mission......Page 45
Stakeholders......Page 47
Strategic Leaders......Page 49
The Strategic Management Process......Page 51
Review Questions......Page 53
Notes......Page 54
2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis......Page 59
Opening Case: Environmental Pressures on Wal-Mart......Page 60
The General, Industry, and Competitor Environments......Page 62
External Environmental Analysis......Page 64
Segments of the General Environment......Page 66
Industry Environment Analysis......Page 75
Strategic Groups......Page 82
Competitor Analysis......Page 85
Ethical Considerations......Page 87
Review Questions......Page 88
Experiential Exercises......Page 89
Notes......Page 91
3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages......Page 95
Opening Case: Managing the Tension Between Innovation and Efficiency......Page 96
Analyzing the Internal Organization......Page 98
Resources, Capabilities, and Core Competencies......Page 103
Building Core Competencies......Page 108
Outsourcing......Page 114
Competencies, Strengths, Weaknesses, and Strategic Decisions......Page 115
Summary......Page 117
Experiential Exercises......Page 118
Notes......Page 119
Part 2: Strategic Actions: Strategy Formulation......Page 122
4: Business-Level Strategy......Page 123
Opening Case: From Pet Food to PetSmart......Page 124
Customers: Their Relationship with Business-Level Strategies......Page 126
The Purpose of a Business-Level Strategy......Page 130
Types of Business-Level Strategies......Page 132
Summary......Page 148
Experiential Exercises......Page 149
Notes......Page 150
5: Competitive Rivalry and Competitive Dynamics......Page 153
Opening Case: Competition Between Hewlett-Packard and Dell: The Battle Rages On......Page 154
A Model of Competitive Rivalry......Page 156
Competitor Analysis......Page 157
Drivers of Competitive Actions and Responses......Page 160
Competitive Rivalry......Page 162
Likelihood of Attack......Page 163
Likelihood of Response......Page 168
Competitive Dynamics......Page 170
Summary......Page 174
Experiential Exercises......Page 175
Notes......Page 176
6: Corporate-Level Strategy......Page 179
Opening Case: Procter and Gamble's Diversification Strategy......Page 180
Levels of Diversification......Page 182
Reasons for Diversification......Page 184
Value-Creating Diversification: Related Constrained and Related Linked Diversification......Page 185
Unrelated Diversification......Page 190
Value-Neutral Diversification: Incentives and Resources......Page 193
Value-Reducing Diversification: Managerial Motives to Diversify......Page 199
Review Questions......Page 201
Notes......Page 202
7: Acquisition and Restructuring Strategies......Page 207
Opening Case: The Increased Trend Toward Cross-Border Acquisitions......Page 208
The Popularity of Merger and Acquisition Strategies......Page 210
Reasons for Acquisitions......Page 211
Problems in Achieving Acquisition Success......Page 218
Effective Acquisitions......Page 223
Restructuring......Page 225
Summary......Page 230
Notes......Page 231
8: International Strategy......Page 237
Opening Case: Shanghai Automotive Industry Corporation: Reaching for Global Markets......Page 238
Identifying International Opportunities: Incentives to Use an International Strategy......Page 240
International Strategies......Page 244
Environmental Trends......Page 249
Choice of International Entry Mode......Page 251
Strategic Competitive Outcomes......Page 258
Risks in an International Environment......Page 260
Summary......Page 262
Review Questions......Page 263
Notes......Page 264
9: Cooperative Strategy......Page 271
Opening Case: Using Cooperative Strategies at IBM......Page 272
Strategic Alliances as a Primary Type of Cooperative Strategy......Page 274
Business-Level Cooperative Strategy......Page 279
Corporate-Level Cooperative Strategy......Page 285
International Cooperative Strategy......Page 288
Network Cooperative Strategy......Page 289
Competitive Risks with Cooperative Strategies......Page 290
Managing Cooperative Strategies......Page 292
Summary......Page 293
Experiential Exercises......Page 294
Notes......Page 295
Part 3: Strategic Actions: Strategy Implementation......Page 300
10: Corporate Governance......Page 301
Opening Case: How Has Increasingly Intensive Corporate Governance Affected the Lives of CEOs?......Page 302
Separation of Ownership and Managerial Control......Page 305
Ownership Concentration......Page 310
Board of Directors......Page 311
Executive Compensation......Page 314
Market for Corporate Control......Page 317
International Corporate Governance......Page 320
Governance Mechanisms and Ethical Behavior......Page 325
Summary......Page 326
Experiential Exercises......Page 327
Notes......Page 328
11: Organizational Structure and Controls......Page 333
Opening Case: Are Strategy and Structural Changes in the Cards for GE?......Page 334
Organizational Structure and Controls......Page 335
Relationships between Strategy and Structure......Page 339
Evolutionary Patterns of Strategy and Organizational Structure......Page 340
Implementing Business-Level Cooperative Strategies......Page 357
Implementing International Cooperative Strategies......Page 358
Summary......Page 359
Experiential Exercises......Page 360
Notes......Page 361
12: Strategic Leadership......Page 365
Opening Case: How Long Can I Have the Job? The Short Lives of CEOs and Top-Level Strategic Leaders......Page 366
Strategic Leadership and Style......Page 367
The Role of Top-Level Managers......Page 370
Managerial Succession......Page 374
Key Strategic Leadership Actions......Page 377
Summary......Page 387
Experiential Exercises......Page 388
Notes......Page 389
13: Strategic Entrepreneurship......Page 393
Opening Case: Googling Innovation!......Page 394
Entrepreneurship and Entrepreneurial Opportunities......Page 396
Innovation......Page 397
Entrepreneurs......Page 398
International Entrepreneurship......Page 399
Internal Innovation......Page 400
Implementing Internal Innovations......Page 404
Innovation Through Cooperative Strategies......Page 406
Creating Value Through Strategic Entrepreneurship......Page 409
Review Questions......Page 411
Notes......Page 412
Part 4: Cases......Page 418
Preparing an Effective Case Analysis......Page 420
Case 1: 3M: Cultivating Core Competency......Page 430
Case 2: A-1 Lanes and the Currency Crisis of the East Asian Tigers......Page 442
Case 3: Abercrombie & Fitch: An Upscale Sporting Goods Retailer Becomes a Leader in Trendy Apparel......Page 454
Case 4: AMD vs. Intel: Competitive Challenges......Page 470
Case 5: Boeing: Redefining Strategies to Manage the Competitive Market......Page 478
Case 6: Capital One: The American Credit Card Company's Growth Strategies......Page 494
Case 7: Carrefour in Asia......Page 502
Case 8: Dell: From a Low-Cost PC Maker to an Innovative Company......Page 514
Case 9: Governing the House of the Mouse: Corporate Governance at Disney, 1984–2006......Page 528
Case 10: Ford Motor Company......Page 552
Case 11: Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style, and Culture at GE......Page 568
Case 12: The Home Depot......Page 582
Case 13: China's Home Improvement Market: Should Home Depot Enter or Will it Have a Late-Mover (Dis)advantage?......Page 594
Case 14: Huawei: Cisco's Chinese Challenger......Page 610
Case 15: ING DIRECT: Rebel in the Banking Industry......Page 622
Case 16: JetBlue Airways: Challenges Ahead......Page 634
Case 17: Corporate Governance at Knight Transportation, Inc.......Page 652
Case 18: Lufthansa: Going Global, but How to Manage Complexity?......Page 662
Case 19: Microsoft's Diversification Strategy......Page 672
Case 20: Nestlé: Sustaining Growth in Mature Markets......Page 690
Case 21: Netflix......Page 704
Case 22: An Entrepreneur Seeks the Holy Grail of Retailing......Page 718
Case 23: PSA Peugeot Citroën: Strategic Alliances for Competitive Advantage?......Page 722
Case 24: Sun Microsystems......Page 734
Case 25: Teleflex Canada: A Culture of Innovation......Page 742
Case 26: Tyco International: A Case of Corporate Malfeasance......Page 750
Case 27: Vodafone: Out of Many, One......Page 764
Case 28: Wal-Mart Stores, Inc. (WMT)......Page 782
Case 29: WD-40 Company: The Squeak, Smell, and Dirt Business (A)......Page 810
Name Index......Page 818
Company Index......Page 830
Subject Index......Page 834