Description
Consistent with our mission to provide students with the most current and up-to-date account of the changes taking place in the world of strategy and management, there have been some significant changes in the 11th edition of Strategic Management: Theory.
First, we have a new co-author, Melissa Shilling. Melissa is a Professor of Management and Organization at the Leonard Stern School of Business at New York University, where she teaches courses on strategic management, corporate strategy, and technology and innovation management. She has published extensively in top-tier academic journals and is recognized as one of the leading experts on innovation and strategy in high-technology industries. We are very pleased to have Melissa on the book team. Melissa made substantial contributions to this edition, including revising several chapters and writing seven highcaliber case studies. We believe her input has significantly strengthened the book.
Second, several chapters have been extensively revised. Chapter 5: Business-Level Strategy has been rewritten from scratch. In addition to the standard material on Porter’s generic strategies, this chapter now includes discussion of value innovation and blue ocean strategy following the work of W. C. Kim and R. Mauborgne. Chapter 6: Business-Level Strategy and the Industry Environment has also been extensively rewritten and updated to clarify concepts and bring it into the 21st century. Despite the addition of new materials, both chapters are shorter than in prior editions. Substantial changes have been made to many other chapters, and extraneous material has been cut. For example, in Chapter 13 the section on implementing strategy across countries has been entirely rewritten and updated. This chapter has also been substantially shortened.
Third, the examples and cases contained in each chapter have been revised. We have a new Running Case for this edition, Wal-Mart. Every chapter has a new Opening Case and a new Closing Case. There are also many new Strategy in Action features. In addition, there has been significant change in the examples used in the text to illustrate content. In making these changes, our goal has been to make the book relevant for students reading it in the second decade of the 21st century.
Contents:
PART ONE INTRODUCTION TO STRATEGIC MANAGEMENT
1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage 1
2 External Analysis: The Identification of Opportunities and Threats 43
PART TWO THE NATURE OF COMPETITIVE ADVANTAGE
3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability 80
4 Building Competitive Advantage Through Functional-Level Strategies 116
PART THREE STRATEGIES
5 Business-Level Strategy 153
6 Business-Level Strategy and the Industry Environment 178
7 Strategy and Technology 210
8 Strategy in the Global Environment 246
9 Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing 286
10 Corporate-Level Strategy: Related and Unrelated Diversification 318
PART FOUR IMPLEMENTING STRATEGY
11 Corporate Performance, Governance, and Business Ethics 359
12 Implementing Strategy in Companies That Compete in a Single Industry 395
13 Implementing Strategy in Companies That Compete Across Industries and Countries 439