Efnisyfirlit

• Title Page
• Copyright Page
• Dedication Page
• Brief Contents
• Contents
• Preface
• About the Authors
• Part One: Introduction to Strategic Management and Business Policy
  • Chapter 1 Basic Concepts of Strategic Management
    • The Study of Strategic Management
      • Phases of Strategic Management
      • Benefits of Strategic Management
    • Globalization, Innovation, and Sustainability: Challenges to Strategic Management
      • Impact of Globalization
      • Impact of Innovation
      • Global Issue: Asean: Regional Trade Associations
      • Impact of Sustainability
    • Theories of Organizational Adaptation
    • Creating a Learning Organization
    • Basic Model of Strategic Management
      • Environmental Scanning
      • Strategy Formulation
      • Strategy Implementation
      • Evaluation and Control
      • Feedback/Learning Process
      • Initiation of Strategy: Triggering Events
    • Strategic Decision Making
      • What Makes a Decision Strategic?
      • Mintzberg’s Modes of Strategic Decision Making
      • Strategic Decision-making Process: Aid to Better Decisions
    • The Strategic Audit: Aid to Strategic Decision Making
      • End of Chapter Summary
    • Appendix 1.A Strategic Audit of a Corporation
  • Chapter 2 Corporate Governance
    • Role of the Board of Directors
      • Responsibilities of the Board
    • Board of Directors Composition
      • Innovation Issue: Jcpenney and Innovation
      • Strategy Highlight: Agency Theory Versus Stewardship Theory in Corporate Governance
      • Nomination and Election of Board Members
      • Organization of the Board
    • Impact of Sarbanes-Oxley on U.S. Corporate Governance
      • Global Issue: Global Business Board Activism at Yahoo!
      • Improving Governance
      • Evaluating Governance
      • Avoiding Governance Improvements
    • Trends in Corporate Governance
    • The Role of Top Management
      • Responsibilities of Top Management
      • Sustainability Issue: Ceo Pay and Corporate Performance
      • End of Chapter Summary
  • Chapter 3 Social Responsibility and Ethics in Strategic Management
    • Social Responsibilities of Strategic Decision Makers
      • Responsibilities of a Business Firm
    • Sustainability
      • Sustainability Issue: Marks & Spencer Leads the Way
      • Corporate Stakeholders
    • Stakeholder Analysis
      • Strategy Highlight: Johnson & Johnson Credo
    • Ethical Decision Making
      • Some Reasons for Unethical Behavior
      • Global Issue: How Rule-Based and Relationship-Based Governance Systems Affect Ethical Behavior
      • Innovation Issue: Turning a Need into a Business to Solve the Need
      • Encouraging Ethical Behavior
    • Views on Ethical Behavior
      • End of Chapter Summary
• Part Two: Scanning the Environment
  • Chapter 4 Environmental Scanning and Industry Analysis
    • Aspects of Environmental Scanning
      • Identifying External Environmental Variables
      • Sustainability Issue: Green Supercars
    • Strategic Importance of the External Environment
      • Scanning the Societal Environment: Steep Analysis
      • Global Issue: SUVS Power on in China
      • Identifying External Strategic Factors
    • Industry Analysis: Analyzing the Task Environment
      • Porter’s Approach to Industry Analysis
    • Industry Evolution
    • Categorizing International Industries
      • Innovation Issue: Taking Stock of an Obsession
      • International Risk Assessment
      • Strategic Groups
      • Strategic Types
      • Hypercompetition
    • Using Key Success Factors to Create an Industry Matrix
    • Competitive Intelligence
      • Sources of Competitive Intelligence
      • Strategy Highlight Evaluating Competitive Intelligence
      • Monitoring Competitors for Strategic Planning
    • Forecasting
      • Danger of Assumptions
      • Useful Forecasting Techniques
    • The Strategic Audit: A Checklist for Environmental Scanning
    • Synthesis of External Factors
      • End of Chapter Summary
  • Chapter 5 Organizational Analysis and Competitive Advantage
    • A Resource-Based Approach to Organizational Analysis—Vrio
      • Core and Distinctive Competencies
      • Using Resources/Capabilities to Gain Competitive Advantage
    • Business Models
    • Value-Chain Analysis
      • Industry Value-Chain Analysis
      • Corporate Value-Chain Analysis
      • Scanning Functional Resources and Capabilities
    • Basic Organizational Structures
    • Culture
      • Global Issue: Managing Corporate Culture for Global Competitive Advantage: ABB VS. Panasonic
      • Strategic Marketing Issues
      • Innovation Issue: Docomo Moves Against the Grain
      • Strategic Financial Issues
      • Strategic Research and Development (R&D) Issues
      • Strategic Operations Issues
      • Strategic Human Resource Management (HRM) Issues
      • Strategic Information Systems/Technology Issues
      • Sustainability Issue: The Olympic Games—London 2012/Sochi 2014/Rio 2016 & Tokyo 2020
    • The Strategic Audit: A Checklist for Organizational Analysis
      • Synthesis of Internal Factors (IFAS)
      • End of Chapter Summary
• Part Three: Strategy Formulation
  • Chapter 6 Strategy Formulation: Business Strategy
    • A Framework for Examining Business Strategy
      • Generating a Strategic Factors Analysis Summary (SFAS) Matrix
      • Finding Market Niches
    • Mission and Objectives
    • Business Strategies
      • Porter’s Competitive Strategies
      • Global Issue: Has Emirates Reached the Limit of Globalization?
      • Innovation Issue: Chegg and College Textbooks
      • Sustainability Issue: Strategic Sustainability—ESPN
      • Cooperative Strategies
    • Strategic Alliances
      • End of Chapter Summary
  • Chapter 7 Strategy Formulation: Corporate Strategy
    • Corporate Strategy
    • Directional Strategy
    • Growth Strategies
      • Strategy Highlight: Transaction Cost Economics Analyzes Vertical Growth Strategy
      • Global Issue: Global Expansion is not Always a Path to Growth
      • Controversies in Directional Growth Strategies
      • Stability Strategies
      • Retrenchment Strategies
    • Portfolio Analysis
      • BCG Growth-Share Matrix
      • Sustainability Issue: General Motors and the Electric Car
      • Advantages and Limitations of Portfolio Analysis
      • Managing a Strategic Alliance Portfolio
    • Corporate Parenting
      • Innovation Issue: To Red Hat or Not?
      • Developing a Corporate Parenting Strategy
      • Horizontal Strategy and Multipoint Competition
      • End of Chapter Summary
  • Chapter 8 Strategy Formulation: Functional Strategy and Strategic Choice
    • Functional Strategy
      • Marketing Strategy
      • Financial Strategy
      • Research and Development (R&D) Strategy
      • Operations Strategy
      • Global Issue: Why is Starbucks Afraid of Italy?
      • Purchasing Strategy
      • Sustainability Issue: How Hot is Hot?
      • Innovation Issue: When an Innovation Fails to Live Up to Expectations
      • Logistics Strategy
      • Human Resource Management (hrm) Strategy
      • Information Technology Strategy
    • The Sourcing Decision: Location of Functions
    • Strategies to Avoid
    • Strategic Choice: Constructing Scenarios
      • Constructing Corporate Scenarios
      • The Process of Strategic Choice
      • Using Policies to Guide Strategic Choices
      • End of Chapter Summary
• Part Four: Strategy Implementation and Control
  • Chapter 9 Strategy Implementation: Global Strategy
    • International Entry
    • International Coordination
      • International Strategic Alliances
    • Stages of International Development
    • International Employment
    • Measurement of Performance
      • End of Chapter Summary
  • Chapter 10 Strategy Implementation: Organizing and Structure
    • Strategy Implementation
      • Who Implements Strategy?
    • What Must Be Done?
      • Developing Programs, Budgets, and Procedures
      • Sustainability Issue: a Better Bottle—ecologic Brands
      • Achieving Synergy
    • How Is Strategy to Be Implemented? Organizing for Action
      • Structure Follows Strategy
      • Stages of Corporate Development
      • Innovation Issue: the P&g Innovation Machine Stumbles
      • Organizational Life Cycle
    • Flexible Types of Organizational Structure
      • The Matrix Structure
      • Network Structure—The Virtual Organization
      • Global Issue: Outsourcing Comes Full Circle
      • Cellular/modular Organization: A New Type of Structure?
    • Reengineering and Strategy Implementation
      • Six Sigma
      • Designing Jobs to Implement Strategy
      • Centralization Versus Decentralization
      • End of Chapter Summary
  • Chapter 11 Strategy Implementation: Staffing and Directing
    • Staffing
      • Staffing Follows Strategy
      • Selection and Management Development
      • Innovation Issue: How to Keep Apple “Cool”
      • Problems in Retrenchment
    • Leading
      • Managing Corporate Culture
      • Sustainability Issue: Panera and the “panera Cares Community Café”
    • Action Planning
      • Management by Objectives
      • Total Quality Management
      • Global Issue: Cultural Differences Create Implementation Problems in Merger
      • End of Chapter Summary
  • Chapter 12 Evaluation and Control
    • Measuring Performance
      • Appropriate Measures
      • Types of Controls
      • Innovation Issue: Solar Power and the Grid
      • Activity-Based Costing
      • Enterprise Risk Management
      • Primary Measures of Corporate Performance
      • Sustainability Issue: The End of the Cash Register Receipt
    • Balanced Scorecard Approach: Using Key Performance Measures
      • Primary Measures of Divisional and Functional Performance
      • Responsibility Centers
    • Using Benchmarking to Evaluate Performance
      • Global Issue: Counterfeit Goods and Pirated Software: A Global Problem
    • Strategic Information Systems
      • Enterprise Resource Planning
      • Radio Frequency Identification and Near Field Communication
      • Divisional and Functional is Support
    • Problems in Measuring Performance
      • Short-Term Orientation
      • Goal Displacement
      • Guidelines for Proper Control
      • Aligning Incentives
      • End of Chapter Summary
• Part Five: Introduction to Case Analysis
  • Chapter 13 Suggestions for Case Analysis
    • The Case Method
    • Researching the Case Situation
    • Financial Analysis: a Place to Begin
      • Analyzing Financial Statements
      • Common-Size Statements
      • Z-Value and the Index of Sustainable Growth
      • Useful Economic Measures
    • Format for Case Analysis: The Strategic Audit
      • End of Chapter Summary
    • Appendix 13.A Resources for Case Research
    • Appendix 13.B Suggested Case Analysis Methodology Using the Strategic Audit
    • Appendix 13.C Example of Student-Written Strategic Audit
• Glossary
• Name Index
• Subject Index

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