Strategic Management: Theory & Cases: An Integrated Approach 13/e

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 significant changes in the 13th edition of Strategic Management: An Integrated Approach. For the 13th edition, further changes were made in content. For example, Chapter 7 contains a more in-depth discussion of direct and indirect network effects and switching costs. In Chapter 8, we discuss how the rapidly changing international trade environment as exemplified by Brexit, the renegotiation of the North American Free Trade Agreement (NAFTA), and ongoing trade disputes between the United States and China, might impact enterprise strategy. Content: PART I: INTRODUCTION TO STRATEGIC MANAGEMENT 1. Strategic Leadership: Managing the Strategy-Making Process for Competitive Analysis 2. External Analysis: The Identification of Opportunities and Threats PART II: THE NATURE OF COMPETITIVE ADVANTAGE 3. Internal Analysis: Resources and Competitive Advantage 4. Building Competitive Advantage through Functional-Level Strategy PART III: STRATEGIES 5. Building Competitive Advantage through Business-Level Strategy 6. Business-Level Strategy and the Industry Environment 7. Strategy and Technology 8. Strategy in the Global Environment 9. Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing 10. Corporate-Level Strategy: Related and Unrelated Diversification PART IV: IMPLEMENTING STRATEGY 11. Corporate Governance, Social Responsibility and Ethics 12. Implementing Strategy through Organization PART V: CASES IN STRATEGIC MANAGEMENT A. Analyzing a Case Study and Writing a Case Study Analysis B. 31 Cases – Expertly written by the authors, this section includes 11 short cases and 20 long cases, covering a wide range of industries, companies and topics.