Strategic management and competitive advantage: concepts and cases
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Upper Saddle River, NJ
Pearson, Prentice Hall
2008
|
| Edition: | 2. ed. |
| Subjects: | |
| Online Access: | Table of contents only Inhaltstext Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references and index |
| Physical Description: | Getr. Zählung Ill., graph. Darst. |
| ISBN: | 0132338238 9780132338233 |
Staff View
MARC
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| 245 | 1 | 0 | |a Strategic management and competitive advantage |b concepts and cases |c Jay B. Barney ; William S. Hesterly |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Pearson, Prentice Hall |c 2008 | |
| 300 | |a Getr. Zählung |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references and index | ||
| 650 | 4 | |a Strategic planning |v Case studies | |
| 650 | 4 | |a Business planning |v Case studies | |
| 650 | 4 | |a Industrial management |v Case studies | |
| 650 | 4 | |a Competition |v Case studies | |
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| 700 | 1 | |a Hesterly, William S. |e Verfasser |4 aut | |
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Record in the Search Index
| _version_ | 1804136774044221440 |
|---|---|
| adam_text | Contents
Part 1: THE TOOLS Of STRATEGIC fi
Chapter 1: What Is Strategy and the 51rate
Opening Case: Catching iTunes 2
Strategy and the Strategic Management Process 4
Defining Strategy 4
The Strategic Management Process 5
What Is Competitive Advantage? 11
Research Made Relevant: How Sustainable Are
Competitive Advantages ? 13
The Strategic Management Process, Revisited 14
Measuring Competitive Advantage 14
Accounting Measures of Competitive Advantage 14
Global Perspectives: Accounting Around the World 15
Economic Measures of Competitive Advantage 16
Strategy in Depth: Estimating a Firm s Weighted Average
Cost of Capital 20
Chapter 2: Evaluating a Firm s External Envi
Opening Case: Organic Opportunities 30
Understanding a Firm s General Environment 32
Global Perspectives: Pokemon Invades Louis Vuitton 35
The Structure Conduct Performance Model of Firm
Performance 37
Ethics and Strategy: Is a Firm Gaining a Competitive
Advantage Good for Society? 38
The Five Forces Model of Environmental Threats 39
Strategy in Depth: The S C P Model and the Five Forces
Framework 40
The Threat of Entry 41
The Threat of Rivalry 46
The Threat of Substitutes 47
The Threat of Suppliers 47
The Threat of Buyers 49
The Five Forces Model and Average Industry
Performance 50
MALY5I5
gic Management Process? 2
The Relationship Between Economic and Accounting
Performance Measures 21
Emergent Versus Intended Strategies 21
Ethics and Strategy: Stockholders Versus Stakeholders 22
Strategy in the Emerging Enterprise: Emergent Strategies
and Entrepreneurship 24
Why You heed to Know About Strategy 25
The Strategic Management Process in an
International Context 25
Summary 26
Challenge Questions 28
Problem Set 28
End Notes 29
ronment 30
Another Environmental Force: Complementers 51
Research Made Relevant: The Impact of Industry and
Firm Characteristics on Firm Performance 52
Industry Structure and Environmental Opportunities 53
Opportunities in Fragmented Industries: Consolidation 54
Opportunities in Emerging Industries: First Mover
Advantages 54
Opportunities in Mature Industries: Product
Refinement, Service, and Process Innovation 57
Strategy in the Emerging Enterprise: Microsoft
Grows Up 58
Opportunities in Declining Industries: Leadership,
Niche, Harvest, and Divestment 60
Threat and Opportunity Analysis in an International
Context 62
Analysis of Environmental Threats in an
International Context 62
viii Contents
Analysis of Opportunities in an International
Context 64
Summary 66
Chapter 3: Evaluating a Firm s Internal Capa
Opening Case: Your Grandpa s Harley 72
The Resource Based View of the Firm 74
What Are Resources and Capabilities? 74
Critical Assumptions of the Resource Based View 75
Strategy in Depth: Ricardian Economics and the Resource
Based View 76
The VRIO Framework 76
The Question of Value 77
Global Perspectives: Does It Pay to Be an American Beer
in Europe? 79
Strategy in the Emerging Enterprise: Are Business Plans
Good for Entrepreneurs? 80
Ethics and Strategy: Externalities and the Broader
Consequences of Profit Maximization 82
The Question of Rarity 84
The Question of Imitability 85
The Question of Organization 90
Research Made Relevant: Strategic Human Resource
Management Research 91
Applying the VRIO Framework 92
Applying the VRIO Framework to Southwest Airlines 94
Imitation and Competitive Dynamics in an
Industry 96
Part 2: BU5IME55 LEVEL 5TRATEGIE:
Chapter 4: Cost Leadership 114
Opening Case: The World s Lowest Cost Airline 114
What Is Business Level 5trategy? 116
What Is Cost Leadership? 116
Sources of Cost Advantages 117
Research Made Relevant: How Valuable Is Market
Share—Really? 123
Ethics and Strategy: The Race to the Bottom 125
Challenge Questions 68
Problem Set 68
End Notes 69
bilities 72
Not Responding to Another Firm s Competitive
Advantage 97
Changing Tactics in Response to Another Firm s
Competitive Advantage 98
Changing Strategies in Response to Another Finn s
Competitive Advantage 100
Implications of the Resource Based View 100
Where Does the Responsibility for Competitive
Advantage in a Firm Reside? 101
Competitive Parity and Competitive Advantage 102
Difficult to Implement Strategies 103
Socially Complex Resources 104
The Role of Organization 104
Internal Analysis in an International Context 104
Exploiting Current Resource Advantages in New
Markets 105
Developing New Resources and Capabilities in New
Markets 106
Summary 107
Challenge Questions 109
Problem Set 109
End Notes 110
5
The Value of Cost Leadership 126
Cost Leadership and the Threat of Entry 126
Cost Leadership and the Threat of Rivalry 126
Cost Leadership and the Threat of Substitutes 126
Strategy in Depth: The Economics of Cost
Leadership 127
Cost Leadership and the Threat of Suppliers 128
Cost Leadership and the Threat of Buyers 128
Cost Leadership and Sustained Competitive
Advantage 128
The Rarity of Sources of Cost Advantage 129
The Instability of Sources of Cost Advantage 130
Strategy in the Emerging Enterprise: The Oakland A s:
Inventing a New Way to Play Competitive Baseball 134
Organizing to Implement Cost Leadership 134
Organizational Structure in Implementing Cost
Leadership 136
Chapter 5: Product Differentiation 144
Opening Case: Who Is Victoria, and What Is Her
Secret? 144
What Is Product Differentiation? 146
Bases of Product Differentiation 147
Research Made Relevant: Discovering the Bases
of Product Differentiation 148
Product Differentiation and Creativity 152
The Value of Product Differentiation 153
Product Differentiation and Environmental Threats 153
Strategy in Depth: The Economics of Product
Differentiation 154
Product Differentiation and Environmental
Opportunities 154
Product Differentiation and Sustained Competitive
Advantage 156
Rare Bases for Product Differentiation 156
Ethics and Strategy: Product Claims and the Ethical
Dilemmas in Health Care 157
The Instability of Product Differentiation 157
Organizing to Implement Product Differentiation 163
Part 5: CORPORATE STRATEGIES
Chapter 6: Vertical Integration 178
Opening Case: The Next Generation of Off shoring 178
What Is Corporate Strategy? 180
What Is Vertical Integration? 180
Contents ix
Management Controls in Implementing Cost
Leadership 138
Compensation Policies and Implementing Cost
Leadership Strategies 138
Cost Leadership in an International Context 139
Global Perspectives: The Rise of the Maquiladora 140
Summary 141
Challenge Questions 142
Problem Set 142
End Notes 143
Organizational Structure and Implementing Product
Differentiation 163
Management Controls and Implementing Product
Differentiation 164
Strategy in the Emerging Enterprise: Can Only Small
Firms Be Innovative? 165
Compensation Policies and Implementing Product
Differentiation Strategies 167
Can Firms Implement Product Differentiation and
Cost Leadership Simultaneously? 168
No: These Strategies Cannot Be Implemented
Simultaneously 168
Yes: These Strategies Can Be Implemented
Simultaneously 169
Product Differentiation in an International Context 171
Global Perspectives: International Marketing
Blunders 172
Summary 173
Challenge Questions 175
Problem Set 175
End Notes 176
The Value of Vertical Integration 181
Strategy in Depth: Measuring Vertical Integration 182
Vertical Integration and the Threat of
Opportunism 183
x Contents
Vertical Integration and Firm Capabilities 185
Vertical Integration and Flexibility 186
Applying the Theories to the Management of Call
Centers 187
Research Made Relevant: Empirical Tests of Theories of
Vertical Integration 188
Integrating Different Theories of Vertical
Integration 190
Vertical Integration and Sustained Competitive
Advantage 190
The Rarity of Vertical Integration 190
Ethics and Strategy: The Ethics of Outsourcing 191
Global Perspectives: Producing a Hindi Version of The
Osbournes 193
Chapter 7: Corporate Diversification 206
Opening Case: The Worldwide Leader 206
What Is Corporate Diversification? 208
Types of Corporate Diversification 209
Limited Corporate Diversification 209
Global Perspectives: How Global Are Globally Diversified
Firms? 210
Related Corporate Diversification 210
Unrelated Corporate Diversification 212
The Value of Corporate Diversification 213
What Are Valuable Economies of Scope? 213
Research Made Relevant: How Valuable Are Economies of
Scope, on Average? 214
Strategy in the Emerging Enterprise: Gore Tex and Guitar
Strings 220
Ethics and Strategy: Globalization and the Threat of the
Multinational Firm 229
Can Equity Holders Realize These Economies of Scope
on Their Own? 230
Chapter 8: Organizing to Implement Corporal
Opening Case: A SOX on All Their Houses 244
Organizational Structure and Implementing
Corporate Diversification 246
Strategy in Depth: Agency Conflicts Between Managers
and Equity Holders 248
The Board of Directors 249
Research Made Relevant: The Effectiveness of Boards of
Directors 250
Global Perspectives: The Family Firm in the United States
and the World 252
The Imitability of Vertical Integration 194
Organizing to Implement Vertical Integration 194
Organizational Structure and Implementing Vertical
Integration 194
Strategy in the Emerging Enterprise: Oprah, Inc. 196
Management Controls and Implementing
Vertical Integration 196
Compensation in Implementing Vertical Integration
Strategies 198
Vertical Integration in an International Context 200
Summary 202
Challenge Questions 204
Problem Set 204
End Notes 205
Corporate Diversification and Sustained Competitive
Advantage 231
The Rarity of Diversification 231
Strategy in Depth: Risk Reducing Diversification and a
Firm s Other Stakeholders 232
The Imitability of Diversification 232
Corporate Diversification in an International
Context 235
Financial Risks and International Diversification 235
Political Risks and International Diversification 235
Global Perspectives: Using International Strategies
to Avoid Taxes 236
Summary 239
Challenge Questions 240
Problem Set 240
End Notes 241
te Diversification 244
Institutional Owners 252
The Senior Executive 254
Corporate Staff 255
Division General Manager 257
Shared Activity Managers 257
Management Controls and Implementing Corporate
Diversification 259
Evaluating Divisional Performance 259
Allocating Corporate Capital 263
Transferring Intermediate Products 263
Compensation Policies and Implementing Corporate
Diversification 266
Strategy in the Emerging Enterprise: Transforming Big
Business into Entrepreneurship 267
Organizing to Implement Corporate Diversification in
an International Context 268
Chapter 9: Strategic Alliances 276
Opening Case: A 40 Year Old Skater? 276
What Is a Strategic Alliance? 278
How Do Strategic Alliances Create Value? 279
Strategic Alliance Opportunities 279
Strategy in Depth: Winning Learning Races 282
Global Perspectives: Can You Hear Me Now? 284
Research Made Relevant: Do Strategic Alliances Facilitate
Tacit Collusion ? 286
Alliance Threats: Incentives to Cheat on Strategic
Alliances 288
Adverse Selection 288
Moral Hazard 289
Holdup 289
Strategy in the Emerging Enterprise: Disney and Pixar
Have a Falling Out 290
Strategic Alliances and Sustained
Competitive Advantage 292
Chapter 10: Mergers and Acquisitions 308
Opening Case: The New Acquirers 308
What Are Mergers and Acquisitions? 310
The Value of Mergers and Acquisitions 311
Mergers and Acquisitions: The Unrelated Case 312
Mergers and Acquisitions: The Related Case 313
What Does Research Say About Returns to Mergers
and Acquisitions? 317
Strategy in the Emerging Enterprise: Cashing Out 318
Why Are There So Many Mergers and Acquisitions? 318
Strategy in Depth: Evaluating the Performance Effects of
Acquisitions 320
Mergers and Acquisitions and Sustained
Competitive Advantage 322
Valuable, Rare, and Private Economies of Scope 322
Valuable, Rare, and Costly to Imitate Economies of
Scope 324
Unexpected Valuable Economies of Scope Between
Bidding and Target Firms 324
Contents xi
Ethics and Strategy: What Do You Have in Your Wallet?
Maybe It s Richard Fairbank 269
Summary 272
Challenge Questions 273
Problem Set 273
End Notes 274
The Rarity of Strategic Alliances 292
The Imitability of Strategic Alliances 292
Ethics and Strategy: When It Comes to Alliances, Do
Cheaters Never Prosper? 293
Organizing to Implement Strategic Alliances 297
Explicit Contracts and Legal Sanctions 297
Equity Investments 299
Firm Reputations 300
Joint Ventures 301
Trust 302
Strategic Alliances in an International
Context 302
Summary 304
Challenge Questions 305
Problem set 305
End Notes 306
Implications for Bidding Firm Managers 325
Global Perspectives: Ford s Acquisition of jaguar 330
Implications for Target Firm Managers 330
Organizing to Implement a Merger or
Acquisition 332
Research Made Relevant: The Wealth Effects of
Management Responses to Takeover Attempts 333
Post Merger Integration and Implementing a
Diversification Strategy 336
Special Challenges in Post Merger Integration 336
Mergers and Acquisitions in an International
Context 338
Summary 340
Challenge Questions 341
Problem Set 341
End Notes 342
xii Contents
Appendix: Analyzing Cases and Preparing for Class Discussions 343
Glossary 347
Illustration/Photo Credits 355
Company Index 357
(lame Index 361
Subject Index 367
|
| adam_txt |
Contents
Part 1: THE TOOLS Of STRATEGIC fi
Chapter 1: What Is Strategy and the 51rate
Opening Case: Catching iTunes 2
Strategy and the Strategic Management Process 4
Defining Strategy 4
The Strategic Management Process 5
What Is Competitive Advantage? 11
Research Made Relevant: How Sustainable Are
Competitive Advantages ? 13
The Strategic Management Process, Revisited 14
Measuring Competitive Advantage 14
Accounting Measures of Competitive Advantage 14
Global Perspectives: Accounting Around the World 15
Economic Measures of Competitive Advantage 16
Strategy in Depth: Estimating a Firm's Weighted Average
Cost of Capital 20
Chapter 2: Evaluating a Firm's External Envi
Opening Case: Organic Opportunities 30
Understanding a Firm's General Environment 32
Global Perspectives: Pokemon Invades Louis Vuitton 35
The Structure Conduct Performance Model of Firm
Performance 37
Ethics and Strategy: Is a Firm Gaining a Competitive
Advantage Good for Society? 38
The Five Forces Model of Environmental Threats 39
Strategy in Depth: The S C P Model and the Five Forces
Framework 40
The Threat of Entry 41
The Threat of Rivalry 46
The Threat of Substitutes 47
The Threat of Suppliers 47
The Threat of Buyers 49
The Five Forces Model and Average Industry
Performance 50
\MALY5I5
gic Management Process? 2
The Relationship Between Economic and Accounting
Performance Measures 21
Emergent Versus Intended Strategies 21
Ethics and Strategy: Stockholders Versus Stakeholders 22
Strategy in the Emerging Enterprise: Emergent Strategies
and Entrepreneurship 24
Why You heed to Know About Strategy 25
The Strategic Management Process in an
International Context 25
Summary 26
Challenge Questions 28
Problem Set 28
End Notes 29
ronment 30
Another Environmental Force: Complementers 51
Research Made Relevant: The Impact of Industry and
Firm Characteristics on Firm Performance 52
Industry Structure and Environmental Opportunities 53
Opportunities in Fragmented Industries: Consolidation 54
Opportunities in Emerging Industries: First Mover
Advantages 54
Opportunities in Mature Industries: Product
Refinement, Service, and Process Innovation 57
Strategy in the Emerging Enterprise: Microsoft
Grows Up 58
Opportunities in Declining Industries: Leadership,
Niche, Harvest, and Divestment 60
Threat and Opportunity Analysis in an International
Context 62
Analysis of Environmental Threats in an
International Context 62
viii Contents
Analysis of Opportunities in an International
Context 64
Summary 66
Chapter 3: Evaluating a Firm's Internal Capa
Opening Case: Your Grandpa's Harley 72
The Resource Based View of the Firm 74
What Are Resources and Capabilities? 74
Critical Assumptions of the Resource Based View 75
Strategy in Depth: Ricardian Economics and the Resource
Based View 76
The VRIO Framework 76
The Question of Value 77
Global Perspectives: Does It Pay to Be an American Beer
in Europe? 79
Strategy in the Emerging Enterprise: Are Business Plans
Good for Entrepreneurs? 80
Ethics and Strategy: Externalities and the Broader
Consequences of Profit Maximization 82
The Question of Rarity 84
The Question of Imitability 85
The Question of Organization 90
Research Made Relevant: Strategic Human Resource
Management Research 91
Applying the VRIO Framework 92
Applying the VRIO Framework to Southwest Airlines 94
Imitation and Competitive Dynamics in an
Industry 96
Part 2: BU5IME55 LEVEL 5TRATEGIE:
Chapter 4: Cost Leadership 114
Opening Case: The World's Lowest Cost Airline 114
What Is Business Level 5trategy? 116
What Is Cost Leadership? 116
Sources of Cost Advantages 117
Research Made Relevant: How Valuable Is Market
Share—Really? 123
Ethics and Strategy: The Race to the Bottom 125
Challenge Questions 68
Problem Set 68
End Notes 69
bilities 72
Not Responding to Another Firm's Competitive
Advantage 97
Changing Tactics in Response to Another Firm's
Competitive Advantage 98
Changing Strategies in Response to Another Finn's
Competitive Advantage 100
Implications of the Resource Based View 100
Where Does the Responsibility for Competitive
Advantage in a Firm Reside? 101
Competitive Parity and Competitive Advantage 102
Difficult to Implement Strategies 103
Socially Complex Resources 104
The Role of Organization 104
Internal Analysis in an International Context 104
Exploiting Current Resource Advantages in New
Markets 105
Developing New Resources and Capabilities in New
Markets 106
Summary 107
Challenge Questions 109
Problem Set 109
End Notes 110
5
The Value of Cost Leadership 126
Cost Leadership and the Threat of Entry 126
Cost Leadership and the Threat of Rivalry 126
Cost Leadership and the Threat of Substitutes 126
Strategy in Depth: The Economics of Cost
Leadership 127
Cost Leadership and the Threat of Suppliers 128
Cost Leadership and the Threat of Buyers 128
Cost Leadership and Sustained Competitive
Advantage 128
The Rarity of Sources of Cost Advantage 129
The Instability of Sources of Cost Advantage 130
Strategy in the Emerging Enterprise: The Oakland A's:
Inventing a New Way to Play Competitive Baseball 134
Organizing to Implement Cost Leadership 134
Organizational Structure in Implementing Cost
Leadership 136
Chapter 5: Product Differentiation 144
Opening Case: Who Is Victoria, and What Is Her
Secret? 144
What Is Product Differentiation? 146
Bases of Product Differentiation 147
Research Made Relevant: Discovering the Bases
of Product Differentiation 148
Product Differentiation and Creativity 152
The Value of Product Differentiation 153
Product Differentiation and Environmental Threats 153
Strategy in Depth: The Economics of Product
Differentiation 154
Product Differentiation and Environmental
Opportunities 154
Product Differentiation and Sustained Competitive
Advantage 156
Rare Bases for Product Differentiation 156
Ethics and Strategy: Product Claims and the Ethical
Dilemmas in Health Care 157
The Instability of Product Differentiation 157
Organizing to Implement Product Differentiation 163
Part 5: CORPORATE STRATEGIES
Chapter 6: Vertical Integration 178
Opening Case: The Next Generation of Off shoring 178
What Is Corporate Strategy? 180
What Is Vertical Integration? 180
Contents ix
Management Controls in Implementing Cost
Leadership 138
Compensation Policies and Implementing Cost
Leadership Strategies 138
Cost Leadership in an International Context 139
Global Perspectives: The Rise of the Maquiladora 140
Summary 141
Challenge Questions 142
Problem Set 142
End Notes 143
Organizational Structure and Implementing Product
Differentiation 163
Management Controls and Implementing Product
Differentiation 164
Strategy in the Emerging Enterprise: Can Only Small
Firms Be Innovative? 165
Compensation Policies and Implementing Product
Differentiation Strategies 167
Can Firms Implement Product Differentiation and
Cost Leadership Simultaneously? 168
No: These Strategies Cannot Be Implemented
Simultaneously 168
Yes: These Strategies Can Be Implemented
Simultaneously 169
Product Differentiation in an International Context 171
Global Perspectives: International Marketing
Blunders 172
Summary 173
Challenge Questions 175
Problem Set 175
End Notes 176
The Value of Vertical Integration 181
Strategy in Depth: Measuring Vertical Integration 182
Vertical Integration and the Threat of
Opportunism 183
x Contents
Vertical Integration and Firm Capabilities 185
Vertical Integration and Flexibility 186
Applying the Theories to the Management of Call
Centers 187
Research Made Relevant: Empirical Tests of Theories of
Vertical Integration 188
Integrating Different Theories of Vertical
Integration 190
Vertical Integration and Sustained Competitive
Advantage 190
The Rarity of Vertical Integration 190
Ethics and Strategy: The Ethics of Outsourcing 191
Global Perspectives: Producing a Hindi Version of The
Osbournes 193
Chapter 7: Corporate Diversification 206
Opening Case: The Worldwide Leader 206
What Is Corporate Diversification? 208
Types of Corporate Diversification 209
Limited Corporate Diversification 209
Global Perspectives: How Global Are Globally Diversified
Firms? 210
Related Corporate Diversification 210
Unrelated Corporate Diversification 212
The Value of Corporate Diversification 213
What Are Valuable Economies of Scope? 213
Research Made Relevant: How Valuable Are Economies of
Scope, on Average? 214
Strategy in the Emerging Enterprise: Gore Tex and Guitar
Strings 220
Ethics and Strategy: Globalization and the Threat of the
Multinational Firm 229
Can Equity Holders Realize These Economies of Scope
on Their Own? 230
Chapter 8: Organizing to Implement Corporal
Opening Case: A SOX on All Their Houses 244
Organizational Structure and Implementing
Corporate Diversification 246
Strategy in Depth: Agency Conflicts Between Managers
and Equity Holders 248
The Board of Directors 249
Research Made Relevant: The Effectiveness of Boards of
Directors 250
Global Perspectives: The Family Firm in the United States
and the World 252
The Imitability of Vertical Integration 194
Organizing to Implement Vertical Integration 194
Organizational Structure and Implementing Vertical
Integration 194
Strategy in the Emerging Enterprise: Oprah, Inc. 196
Management Controls and Implementing
Vertical Integration 196
Compensation in Implementing Vertical Integration
Strategies 198
Vertical Integration in an International Context 200
Summary 202
Challenge Questions 204
Problem Set 204
End Notes 205
Corporate Diversification and Sustained Competitive
Advantage 231
The Rarity of Diversification 231
Strategy in Depth: Risk Reducing Diversification and a
Firm's Other Stakeholders 232
The Imitability of Diversification 232
Corporate Diversification in an International
Context 235
Financial Risks and International Diversification 235
Political Risks and International Diversification 235
Global Perspectives: Using International Strategies
to Avoid Taxes 236
Summary 239
Challenge Questions 240
Problem Set 240
End Notes 241
te Diversification 244
Institutional Owners 252
The Senior Executive 254
Corporate Staff 255
Division General Manager 257
Shared Activity Managers 257
Management Controls and Implementing Corporate
Diversification 259
Evaluating Divisional Performance 259
Allocating Corporate Capital 263
Transferring Intermediate Products 263
Compensation Policies and Implementing Corporate
Diversification 266
Strategy in the Emerging Enterprise: Transforming Big
Business into Entrepreneurship 267
Organizing to Implement Corporate Diversification in
an International Context 268
Chapter 9: Strategic Alliances 276
Opening Case: A 40 Year Old Skater? 276
What Is a Strategic Alliance? 278
How Do Strategic Alliances Create Value? 279
Strategic Alliance Opportunities 279
Strategy in Depth: Winning Learning Races 282
Global Perspectives: Can You Hear Me Now? 284
Research Made Relevant: Do Strategic Alliances Facilitate
Tacit Collusion ? 286
Alliance Threats: Incentives to Cheat on Strategic
Alliances 288
Adverse Selection 288
Moral Hazard 289
Holdup 289
Strategy in the Emerging Enterprise: Disney and Pixar
Have a Falling Out 290
Strategic Alliances and Sustained
Competitive Advantage 292
Chapter 10: Mergers and Acquisitions 308
Opening Case: The New Acquirers 308
What Are Mergers and Acquisitions? 310
The Value of Mergers and Acquisitions 311
Mergers and Acquisitions: The Unrelated Case 312
Mergers and Acquisitions: The Related Case 313
What Does Research Say About Returns to Mergers
and Acquisitions? 317
Strategy in the Emerging Enterprise: Cashing Out 318
Why Are There So Many Mergers and Acquisitions? 318
Strategy in Depth: Evaluating the Performance Effects of
Acquisitions 320
Mergers and Acquisitions and Sustained
Competitive Advantage 322
Valuable, Rare, and Private Economies of Scope 322
Valuable, Rare, and Costly to Imitate Economies of
Scope 324
Unexpected Valuable Economies of Scope Between
Bidding and Target Firms 324
Contents xi
Ethics and Strategy: What Do You Have in Your Wallet?
Maybe It's Richard Fairbank 269
Summary 272
Challenge Questions 273
Problem Set 273
End Notes 274
The Rarity of Strategic Alliances 292
The Imitability of Strategic Alliances 292
Ethics and Strategy: When It Comes to Alliances, Do
"Cheaters Never Prosper?" 293
Organizing to Implement Strategic Alliances 297
Explicit Contracts and Legal Sanctions 297
Equity Investments 299
Firm Reputations 300
Joint Ventures 301
Trust 302
Strategic Alliances in an International
Context 302
Summary 304
Challenge Questions 305
Problem set 305
End Notes 306
Implications for Bidding Firm Managers 325
Global Perspectives: Ford's Acquisition of jaguar 330
Implications for Target Firm Managers 330
Organizing to Implement a Merger or
Acquisition 332
Research Made Relevant: The Wealth Effects of
Management Responses to Takeover Attempts 333
Post Merger Integration and Implementing a
Diversification Strategy 336
Special Challenges in Post Merger Integration 336
Mergers and Acquisitions in an International
Context 338
Summary 340
Challenge Questions 341
Problem Set 341
End Notes 342
xii Contents
Appendix: Analyzing Cases and Preparing for Class Discussions 343
Glossary 347
Illustration/Photo Credits 355
Company Index 357
(lame Index 361
Subject Index 367 |
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| author | Barney, Jay B. Hesterly, William S. |
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| dewey-full | 658.4/012 |
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| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 2. ed. |
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| id | DE-604.BV022616101 |
| illustrated | Illustrated |
| index_date | 2024-07-02T18:18:13Z |
| indexdate | 2024-07-09T21:01:44Z |
| institution | BVB |
| isbn | 0132338238 9780132338233 |
| language | English |
| lccn | 2007014609 |
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| spelling | Barney, Jay B. Verfasser (DE-588)123872200 aut Strategic management and competitive advantage concepts and cases Jay B. Barney ; William S. Hesterly 2. ed. Upper Saddle River, NJ Pearson, Prentice Hall 2008 Getr. Zählung Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Strategic planning Case studies Business planning Case studies Industrial management Case studies Competition Case studies Wettbewerbsvorteil (DE-588)4219652-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Wettbewerbsvorteil (DE-588)4219652-8 s DE-188 Hesterly, William S. Verfasser aut http://www.loc.gov/catdir/toc/ecip0715/2007014609.html Table of contents only text/html http://www.gbv.de/dms/hbz/toc/ht014519383.pdf Inhaltstext HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015822236&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Barney, Jay B. Hesterly, William S. Strategic management and competitive advantage concepts and cases Strategic planning Case studies Business planning Case studies Industrial management Case studies Competition Case studies Wettbewerbsvorteil (DE-588)4219652-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
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| title | Strategic management and competitive advantage concepts and cases |
| title_auth | Strategic management and competitive advantage concepts and cases |
| title_exact_search | Strategic management and competitive advantage concepts and cases |
| title_exact_search_txtP | Strategic management and competitive advantage concepts and cases |
| title_full | Strategic management and competitive advantage concepts and cases Jay B. Barney ; William S. Hesterly |
| title_fullStr | Strategic management and competitive advantage concepts and cases Jay B. Barney ; William S. Hesterly |
| title_full_unstemmed | Strategic management and competitive advantage concepts and cases Jay B. Barney ; William S. Hesterly |
| title_short | Strategic management and competitive advantage |
| title_sort | strategic management and competitive advantage concepts and cases |
| title_sub | concepts and cases |
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