Strategic management and competitive advantage : concepts and cases (Book, 2008) [WorldCat.org]
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Strategic management and competitive advantage : concepts and cases
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Strategic management and competitive advantage : concepts and cases

Author: Jay B Barney; William S Hesterly
Publisher: Harlow : Prentice Hall, ©2008.
Edition/Format:   Print book : English : 2nd edView all editions and formats
Summary:
For professors who want students to see connections between big ideas in strategy (thus understanding vs. memorising), Barney/Hesterly provides an organising framework (VRIO) as the foundation of the text. Students have a clear decision-making framework to use in analysing cases and business situations.
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Details

Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Jay B Barney; William S Hesterly
ISBN: 9780132338233 0132338238
OCLC Number: 163615837
Notes: Previous edition: 2005.
Description: xv, 380 pages : illustrations (chiefly color) ; 26 cm
Contents: Machine derived contents note: Table of Contents --
PART 1 The Tools of Strategic Analysis --
CHAPTER 1 What Is Strategy and the Strategic Management Process? --
Catching iTunes --
Strategy and the Strategic Management Process --
Defining Strategy --
The Strategic Management Process --
What Is Competitive Advantage? --
Research Made Relevant: How Sustainable Are Competitive Advantages? --
The Strategic Management Process, Revisited --
Measuring Competitive Advantage --
Accounting Measures of Competitive Advantage --
Global Perspectives: Accounting Around the World --
Economic Measures of Competitive Advantage --
Strategy in Depth: Estimating a Firm's Weighted Average Cost of Capital --
The Relationship Between Economic and Accounting Performance Measures --
Emergent Versus Intended Strategies --
Ethics and Strategy: Stockholders Versus Stakeholders --
Strategy in the Emerging Enterprise: Emergent Strategies and Entrepreneurship --
Why You Need to Know About Strategy --
The Strategic Management Process in an International Context --
Summary --
Problem Set --
Challenge Questions --
End Notes --
CHAPTER 2 Evaluating a Firm's External Environment --
Organic Opportunities --
Understanding a Firm's General Environment --
Global Perspectives: Pokémon Invades Louis Vuitton --
The Structure-Conduct-Performance Model of Firm Performance --
Ethics and Strategy: Is a Firm Gaining a Competitive Advantage Good for Society? --
The Five Forces Model of Environmental Threats --
Strategy in Depth: The S-C-P Model and the Five Forces Framework --
The Threat of Entry --
The Threat of Rivalry --
The Threat of Substitutes --
The Threat of Suppliers --
The Threat of Buyers --
The Five Forces Model and Average Industry Performance --
Another Environmental Force: Complementors --
Research Made Relevant: The Impact of Industry and Firm Characteristics on Firm Performance --
Industry Structure and Environmental Opportunities --
Opportunities in Fragmented Industries: Consolidation --
Opportunities in Emerging Industries: First-Mover Advantages --
Opportunities in Mature Industries: Product Refinement, Service, and Process Innovation --
Strategy in the Emerging Enterprise: Microsoft Grows Up --
Opportunities in Declining Industries: Leadership, Niche, Harvest, and Divestment --
Threat and Opportunity Analysis in an International Context --
Analysis of Environmental Threats in an International Context --
Analysis of Opportunities in an International Context --
Summary --
Problem Set --
Challenge Questions --
End Notes --
CHAPTER 3 Evaluating a Firm's Internal Capabilities --
Your Grandpa's Harley --
The Resource-Based View of the Firm --
What Are Resources and Capabilities? --
Critical Assumptions of the Resource-Based View --
The VRIO Framework --
Strategy in Depth: Ricardian Economics and the Resource-Based View --
The Question of Value --
Global Perspectives: Does It Pay to Be an American Beer in Europe? --
Strategy in the Emerging Enterprise: Are Business Plans Good for Entrepreneurs? --
Ethics and Strategy: Externalities and the Broader Consequences of Profit Maximization --
The Question of Rarity --
The Question of Imitability --
The Question of Organization --
Research Made Relevant: Strategic Human Resource Management Research --
Applying the VRIO Framework --
Applying the VRIO Framework to Southwest Airlines --
Imitation and Competitive Dynamics in an Industry --
Not Responding to Another Firm's Competitive Advantage --
Changing Tactics in Response to Another Firm's Competitive Advantage --
Changing Strategies in Response to Another Firm's Competitive Advantage --
Implications of the Resource-Based View --
Where Does the Responsibility for Competitive Advantage in a Firm Reside? --
Competitive Parity and Competitive Advantage --
Difficult-to-Implement Strategies --
Socially Complex Resources --
The Role of Organization --
Internal Analysis in an International Context --
Exploiting Current Resource Advantages in New Markets --
Developing New Resources and Capabilities in New Markets --
Summary --
Challenge Questions --
Problem Set --
End Notes --
PART2 Business-Level Strategies --
CHAPTER 4 Cost Leadership --
The World's Lowest-Cost Airline --
What Is Business-Level Strategy? --
What Is Cost Leadership? --
Sources of Cost Advantages --
Research Made Relevant: How Valuable Is Market Share-Really? --
Ethics and Strategy: The Race to the Bottom --
The Value of Cost Leadership --
Cost Leadership and the Threat of Entry --
Cost Leadership and the Threat of Rivalry --
Strategy in Depth: The Economics of Cost Leadership --
Cost Leadership and the Threat of Substitutes --
Cost Leadership and the Threat of Suppliers --
Cost Leadership and the Threat of Buyers --
Cost Leadership and Sustained Competitive Advantage --
The Rarity of Sources of Cost Advantage --
The Imitability of Sources of Cost Advantage --
Strategy in the Emerging Enterprise: The Oakland A's: Inventing a New Way to Play Competitive Baseball --
Organizing to Implement Cost Leadership --
Organizational Structure in Implementing Cost Leadership --
Management Controls in Implementing Cost Leadership --
Compensation Policies and Implementing Cost Leadership Strategies --
Cost Leadership in an International Context --
Global Perspectives: The Rise of the Maquiladora --
Summary --
Problem Set --
Challenge Questions --
End Notes --
CHAPTER 5 Product Differentiation --
Who Is Victoria, and What Is Her Secret? --
What Is Product Differentiation? --
Bases of Product Differentiation --
Research Made Relevant: Discovering the Bases of Product Differentiation --
Product Differentiation and Creativity --
The Value of Product Differentiation --
Product Differentiation and Environmental Threats --
Strategy in Depth: The Economics of Product Differentiation --
Product Differentiation and Environmental Opportunities --
Ethics and Strategy: Product Claims and the Ethical Dilemmas in Health Care --
Product Differentiation and Sustained Competitive Advantage --
Rare Bases for Product Differentiation --
The Imitability of Product Differentiation --
Organizing to Implement Product Differentiation --
Organizational Structure and Implementing Product Differentiation --
Management Controls and Implementing Product Differentiation --
Strategy in the Emerging Enterprise: Can Only Small Firms Be Innovative? --
Compensation Policies and Implementing Product Differentiation Strategies --
Can Firms Implement Product Differentiation and Cost Leadership Simultaneously? --
No: These Strategies Cannot Be Implemented Simultaneously --
Yes: These Strategies Can Be Implemented Simultaneously --
Product Differentiation in an International Context --
Global Perspectives: International Marketing Blunders --
Summary --
Problem Set --
Challenge Questions --
Notes --
PART3 Corporate Strategies --
CHAPTER 6 Vertical Integration --
The Next Generation of Offshoring --
What Is Corporate Strategy? --
What Is Vertical Integration? --
The Value of Vertical Integration --
Strategy in Depth: --
Measuring Vertical Integration --
Vertical Integration and the Threat of Opportunism --
Vertical Integration and Firm Capabilities --
Vertical Integration and Flexibility --
Applying the Theories to the Management of Call Centers --
Research Made Relevant: Empirical Tests of Theories of Vertical Integration --
Integrating Different Theories of Vertical Integration --
Vertical Integration and Sustained Competitive Advantage --
The Rarity of Vertical Integration --
Ethics and Strategy: The Ethics of Outsourcing --
Global Perspectives: Producing a Hindi Version of The Osbournes --
The Imitability of Vertical Integration --
Organizing to Implement Vertical Integration --
Organizational Structure and Implementing Vertical Integration --
Management Controls and Implementing Vertical Integration --
Strategy in the Emerging Enterprise: Oprah, Inc. --
Compensation in Implementing Vertical Integration Strategies --
Vertical Integration in an International Context --
Summary --
Problem Set --
Challenge Questions --
End Notes --
CHAPTER 7 Corporate Diversification --
The Worldwide Leader --
What Is Corporate Diversification? --
Types of Corporate Diversification --
Limited Corporate Diversification --
Related Corporate Diversification --
Global Perspectives: How Global Are Globally Diversified Firms? --
Unrelated Corporate Diversification --
The Value of Corporate Diversification --
What Are Valuable Economies of Scope? --
Research Made Relevant: How Valuable Are Economies of Scope, on Average? --
Strategy in the Emerging Enterprise: Gore-Tex and Guitar Strings --
Ethics and Strategy: Globalization and the Threat of the Multinational Firm --
Can Equity Holders Realize These Economies of Scope on Their Own? --
Corporate Diversification and Sustained Competitive Advantage --
The Rarity of Diversification --
The Imitability of Diversification --
Strategy in Depth: Risk-Reducing Diversification and a Firm's Other Stakeholders --
Corporate Diversification in an International Context --
Financial Risks and International Diversification --
Political Risks and International Diversification --
Global Perspectives: Using International Strategies to Avoid Taxes --
Summary --
Problem Set --
Challenge Questions --
End Notes --
CHAPTER 8 Organizing to Implement Corporate Diversification --
A SOX on All Their Houses --
Organizational Structure and Implementing Corporate Diversification --
Strategy in Depth: Agency Conflicts Between Managers and Equity Holders --
The Board.
Responsibility: Jay Barney, William Hesterly.
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Abstract:

For undergraduate courses in strategic management Strategic Management and Competitive Advantage, 2/e take's a clear and concise approach in order to best instill the tools of strategic analysis  Read more...

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