Efnisyfirlit

• Cover
• Wiley Plus
• Title Page
• Copyright
• Preface
• INTRODUCTION: STRATEGY AND ECONOMICS
  • Why Study Strategy?
  • Why Economics?
  • So What’s the Problem?
  • A Framework for Strategy
  • The Book
  • Endnotes
• ECONOMICS PRIMER: BASIC PRINCIPLES
  • Costs
  • Economic Costs and Profitability
  • Demand and Revenues
  • Total Revenue and Marginal Revenue Functions
  • Theory of the Firm: Pricing and Output Decisions
  • Perfect Competition
  • Game Theory
  • Chapter Summary
  • Questions
  • Endnotes
• PART ONE FIRM BOUNDARIES
  • 1 THE POWER OF PRINCIPLES: AN HISTORICAL PERSPECTIVE
    • Doing Business in 1840
    • Doing Business in 1910
    • Doing Business Today
    • Three Different Worlds: Consistent Principles, Changing Conditions, and Adaptive Strategies
    • Chapter Summary
    • Questions
    • Endnotes
  • 2 THE HORIZONTAL BOUNDARIES OF THE FIRM
    • Definitions
    • Scale Economies, Indivisibilities, and the Spreading of Fixed Costs
    • Special Sources of Economies of Scale and Scope
    • Complementarities and Strategic Fit
    • Sources of Diseconomies of Scale
    • The Learning Curve
    • Diversification
    • Why Do Firms Diversify?
    • Managerial Reasons for Diversification
    • The Market for Corporate Control and Recent Changes in Corporate Governance
    • Performance of Diversified Firms
    • Chapter Summary
    • Questions
    • Endnotes
  • 3 THE VERTICAL BOUNDARIES OF THE FIRM
    • Make versus Buy
    • Reasons to “Buy”
    • Reasons to “Make”
    • Summarizing Make-or-Buy Decisions: The Make-or-Buy Decision Tree
    • Chapter Summary
    • Questions
    • Endnotes
  • 4 INTEGRATION AND ITS ALTERNATIVES
    • What Does It Mean to Be “Integrated”?
    • Governance
    • Making the Integration Decision
    • Real-World Evidence
    • Alternatives to Vertical Integration
    • Chapter Summary
    • Questions
    • Endnotes
• PART TWO MARKET AND COMPETITIVE ANALYSIS
  • 5 COMPETITORS AND COMPETITION
    • Competitor Identification and Market Definition
    • Measuring Market Structure
    • Market Structure and Competition
    • Oligopoly
    • Evidence on Market Structure and Performance
    • Chapter Summary
    • Questions
    • Endnotes
  • 6 ENTRY AND EXIT
    • Some Facts about Entry and Exit
    • Entry and Exit Decisions: Basic Concepts
    • Entry-Deterring Strategies
    • Evidence on Entry-Deterring Behavior
    • Contestable Markets
    • An Entry Deterrence Checklist
    • Entering a New Market
    • Chapter Summary
    • Questions
    • Endnotes
  • 7 DYNAMICS: COMPETING ACROSS TIME
    • Microdynamics
    • Impediments to Coordination
    • Asymmetries among Firms and the Sustainability of Cooperative Prices
    • Facilitating Practices
    • Where Does Market Structure Come From?
    • Sutton’s Endogenous Sunk Costs
    • Chapter Summary
    • Questions
    • Endnotes
  • 8 INDUSTRY ANALYSIS
    • Performing a Five-Forces Analysis
    • Coopetition and the Value Net
    • Applying the Five Forces: Some Industry Analyses
    • Chapter Summary
    • Questions
    • Endnotes
• PART THREE STRATEGIC POSITION AND DYNAMICS
  • 9 STRATEGIC POSITIONING FOR COMPETITIVE ADVANTAGE
    • Competitive Advantage and Value Creation: Conceptual Foundations
    • Strategic Positioning: Cost Advantage and Benefit Advantage
    • Diagnosing Cost and Benefit Drivers
    • Strategic Positioning: Broad Coverage versus Focus Strategies
    • Chapter Summary
    • Questions
    • Endnotes
  • 10 INFORMATION AND VALUE CREATION
    • The “Shopping Problem”
    • Report Cards
    • The Certifier Market
    • Matchmaking
    • Chapter Summary
    • Questions
    • Endnotes
  • 11 SUSTAINING COMPETITIVE ADVANTAGE
    • Market Structure and Threats to Sustainability
    • The Resource-Based Theory of the Firm
    • Impediments to Imitation
    • Early-Mover Advantages
    • Imperfect Imitability and Industry Equilibrium
    • Creating Advantage and Creative Destruction
    • Innovation and the Market for Ideas
    • Evolutionary Economics and Dynamic Capabilities
    • The Environment
    • Chapter Summary
    • Questions
    • Endnotes
• PART FOUR INTERNAL ORGANIZATION
  • 12 PERFORMANCE MEASUREMENT AND INCENTIVES
    • The Principal-Agent Relationship
    • Performance-Based Incentives
    • Problems with Performance-Based Incentives
    • Performance Measures That Fail to Reflect All Desired Actions
    • Selecting Performance Measures: Managing Trade-offs between Costs
    • Do Pay-for-Performance Incentives Work?
    • Implicit Incentive Contracts
    • Efficiency Wages and the Threat of Termination
    • Incentives in Teams
    • Chapter Summary
    • Questions
    • Endnotes
  • 13 STRATEGY AND STRUCTURE
    • An Introduction to Structure
    • Types of Organizational Structures
    • Strategy-Environment Coherence
    • Structure Follows Strategy
    • Chapter Summary
    • Questions
    • Endnotes
  • 14 ENVIRONMENT, POWER, AND CULTURE
    • The Social Context of Firm Behavior
    • Internal Context
    • Power
    • Culture
    • External Context, Institutions, and Strategies
    • Chapter Summary
    • Questions
    • Endnotes
• GLOSSARY
• NAME INDEX •••
• SUBJECT INDEX •••
• EULA

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