The Management of strategy: concepts
Gespeichert in:
| Vorheriger Titel: | Hitt, Michael A. Management of strategy |
|---|---|
| Hauptverfasser: | , , |
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Mason, Ohio
South-Western Cengage Learning
2009
|
| Ausgabe: | Internat. student ed., 8. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltstext Inhaltsverzeichnis |
| Beschreibung: | Bis 7. Aufl. u.d.T.: Hitt, Michael A.: Strategic management |
| Beschreibung: | getr. Zählung |
| ISBN: | 9780324581270 0324581270 |
Internformat
MARC
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| 245 | 1 | 0 | |a The Management of strategy |b concepts |c R. Duane Ireland ; Robert E. Hoskisson ; Michael A. Hitt |
| 250 | |a Internat. student ed., 8. ed. | ||
| 264 | 1 | |a Mason, Ohio |b South-Western Cengage Learning |c 2009 | |
| 300 | |a getr. Zählung | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Bis 7. Aufl. u.d.T.: Hitt, Michael A.: Strategic management | ||
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Strategic planning |v Case studies | |
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| 700 | 1 | |a Hitt, Michael A. |d 1946- |e Verfasser |0 (DE-588)124214517 |4 aut | |
| 780 | 0 | 0 | |i Früher u.d.T. |a Hitt, Michael A. |t Management of strategy |w (DE-604)BV021833548 |
| 856 | 4 | 2 | |q text/html |u http://www.gbv.de/dms/hbz/toc/ht014866844.pdf |3 Inhaltstext |
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Datensatz im Suchindex
| _version_ | 1804137648225255424 |
|---|---|
| adam_text | Preface
xviii
About the Authors
xxiv
Part
1:
Strategic Management Inputs
1
1.
What is Strategic Management?
2
2.
Exploring the External Environment: Competition and Opportunities,
32
3.
Examining the Internal Organization: Activities, Resources, and
Capabilities,
68
Part
2:
Strategic Actions: Strategy Formulation
95
4.
Building and Sustaining Competitive Advantage,
96
5.
Strategy at the Business Level,
122
6.
Corporate-Level Strategy,
152
7.
Acquisition and Restructuring Strategies,
180
8.
International Strategy,
210
9.
Cooperative
Strategy,
244
Part
3:
Strategic Actions: Strategy implemeotation
Ш
10.
Corporate Governance,
274
11.
Organizational Structure and Controls,
306
12.
Strategic Leadership,
338
13.
Strategic
Entrepreneurship,
366
Part
4:
Cases
Name Index,
1-1
Company Index,
1-13
Subject Index,
1-17
Preface
xviii
About the Authors
xxiv
Parti: Strategic Management Inputs
1
1:
What is Strategic
Management?
2
Opening Case: Boeing and Airbus: A Global
Competitive Battle over Supremacy in Producing
Commercial Aircraft
3
The Competitive Landscape
6
The Global Economy
7
Technology and Technological Changes
10
Strategic Focus: Apple: Using Innovation to
Create Technology Trends and Maintain Competitive Advantage
11
The I/O Model of Above-Average Returns
13
Strategic Focus: Netflix Confronts a Turbulent Competitive
Environment
14
The Resource-Based
Modei
of Above-Average Returns
16
Vision and Mission
18
Vision
18
Mission
19
Stakeholders
20
Classifications of Stakeholders
20
Strategic Leaders
22
The Work of Effective Strategic Leaders
23
Predicting Outcomes of Strategic Decisions: Profit Pools
24
The Strategic Management Process
24
Summary
26 ·
Review Questions
26 ·
Notes
27
^Ti^^thelxternal
Environment:
Competition and Opportunities
32
Opening Case: Environmental Pressures on Wal-Mart
33
The General, Industry, and Competitor Environments
35
External Environmental Analysis
37
Scanning
38
Monitoring
38
Forecasting
39
Assessing
39
Segments of the General Environment
39
The Demographic Segment
40
The Economic Segment
42
The Political/Legal Segment
42
The
Sociocultural
Segment
43
The Technological Segment
44
The Global Segment
45
Strategic Focus: Does Google Have the Market Power to Ignore External Pressures?
46
Industry Environment Analysis
48
Threat of New Entrants
49
Bargaining Power of Suppliers
52
Bargaining Power of Buyers
52
Threat of Substitute Products
52
Intensity of Rivalry Among Competitors
53
interpreting industry Analyses
55
Strategic Groups
55
Strategic Focus: IBM Closely Watches Its Competitors
to Stay at the Top of Its Game
57
Competitor Analysis
58
Ethical Considerations
60
Summary
61 ·
Review Questions
61 ·
Notes
62
3:
Examining the Internal Organization: Activities,
Resources, and Capabilities
68
Opening Case: Managing theTension Between Innovation and Efficiency
69
Analyzing the Internal Organization
71
The Context of Internal Analysis
71
Creating Value
72
The Challenge of Analyzing the Internal Organization
73
Strategic Focus: Hyundai Cars: The Quality is There, So Why Aren t the
Cars Selling?
75
Resources, Capabilities, and Core Competencies
76
Resources
7Є
Strategic Focus; Seeking to Repair a Tarnished Brand Name
79
Capabilities
80
Core Competencies
81
Building Core Competencies
81
fmi Criteria of Sustainable Competitive Advantage
S
1
Value Chain Analysis
84
Outsourcing
87
Competencies,
Strengths, Weaknesses, and Strategic Decisions
88
Summary
90 ·
Review Questions
91 ·
Notes
91
Part I Strategic Actions: Strategy Formulation
95
4:
Building and Sustaining Competitive
Advantage
96
Opening Case: Competition Between Hewlett-Packard
and Dell: The Battle Rages On
97
A Model of Competitive Rivalry
99
Competitor Analysis
100
Market Commonality
101
Resource Similarity
102
Drivers of Competitive Actions and Responses
103
Strategic Focus: Who Will Win the Competitive Battles Between
Netflix and Blockbuster?
105
Competitive Rivalry
105
Strategic and Tactical Actions
106
Likelihood of Attack
106
Strategic Focus: Using Aggressive Pricing as a Tactical Action
at Wal-Mart
107
First-Mover Incentives
107
Organizational Size
109
Quality
110
Likelihood of Response
111
Type of Competitive Action
112
Actor s Reputation
112
Dependence on the Market
113
Competitive Dynamics
113
Slow-Cycle Markets
113
Fast-Cycle Markets
114
Standard-Cycle Markets
115
Summary
117 ·
Review Questions
118 ·
Notes
118
5:
Strategy at the Business Level
122
Opening Case: From Pet Food to PetSmart
123
Customers: Their Relationship with Business-Level Strategies
125
Effectively Managing Relationships with Customers
126
Reach, Richness, and Affiliation
126
Who: Determining the Customers to Serve
127
What: Determining Which Customer Needs to Satisfy
128
How: Determining Core Competencies Necessary to Satisfy Customer
Needs
129
The Purpose of a Business-Level Strategy
129
Types of Business-Level Strategies
131
Cost Leadership Strategy
132
Differentiation Strategy
136
Focus Strategies
139
Strategio
Focus:
Caribou
Coffee: When You Are Number Two, You Try Herder
140
Integrated Cost Leadership/Differentiation Strategy
143
Stratagic Focus:
Zara:
integrating Both Sides of the Coin
144
Summary
147 ·
Review Questions
148 ·
Notes
148
6:
Corporate-Level Strategy
152
Opening Case: Procter and Gamble s Diversification Strategy
153
Levels
oí
Diversification
155
Low Levels of Diversification
155
Moderate and High Levels of Diversification
156
Reasons for Diversification
157
Value-Creating Diversification: Related Constrained and Related
Linked Diversification
158
Operational
fìelatedness:
Sharing Activities
159
Corporate Relatedness: Transferring of Core Competencies
160
Market Power
161
Simultaneous Operational Relatedness and Corporate Relatedness
163
Unrelated Diversification
163
Strategic Focus; Operational and Corporate Relatedness: Smith
&
Wesson
and Luxottica
164
Efficient Internal Capital Market Allocation
165
Restructuring of Assets
166
Value-Neutral Diversification: Incentives and Resources
166
Strategic Focus: Revival of the Unrelated Strategy (Conglomerate): Small Firms Acquire
Castoffs from Large Firms and Seek to Improve Their Value
167
incentives to Diversify
168
Resources and Diversification
171
Value-Reducing Diversification: Managerial Motives to Diversify
172
Summary
174 ·
Review Questions
174 ·
Notes
175
7;
Acquisition and Restructuring Strategies
180
Opening Case:The IncreasedTrendToward Cross-Border
Acquisitions
181
The Popularity of Merger and Acquisition Strategies
183
Mergers,
Acquisitions,
and Takeovers: What Are the Differences?
184
Reasons for Acquisitions
184
increased Market Power
184
Strategic Focus: Oracle Makes a Series of Horizontal Acquisitions While
CVS Makes a Vertical Acquisition
185
Overcoming Entry Barriers
187
Cost of New Product Development and Increased Speed to Market
188
Lomt Risk Compared to Developing New Products
189
Incnsesed Diversification
189
Reshaping the Firm s Competitive Scope
190
Learning and Developing New Capabilities
190
Problems in Achieving Acquisition Success
191
Integration
ЅЖшШвѕ
192
insefetjuete
ЕШшйкт
of Target
192
іяеде
or
ßciraorafeery
Debt
Ш
Inability to Achieve Synergy
193
Too Much Diversification
194
Managers Overly Focused on Acquisitions
195
Too Large
196
Effective Acquisitions
196
Restructuring
198
Strategic Focus:
DaimlerChrysler
Is Now Daimler
AG:
The Failed Merger
with Chrysler Corporation
199
Downsizing
200
Downscoplng
200
Leveraged Buyouts
201
Restructuring Outcomes
202
Summary
203 ·
Review Questions
204 ·
Notes
204
8:
International Strategy
210
Opening Case: Shanghai Automotive Industry Corporation:
Reaching for Global Markets
211
Identifying International Opportunities: Incentives to Use an
International Strategy
213
Increased Market Size
214
Return on Investment
215
Economies of Scale and Learning
215
Strategic Focus: Does General Motors Survival Depend on
International Markets?
216
Location Advantages
217
International Strategies
217
International Business-Level Strategy
218
International Corporate-Level Strategy
220
Environmental Trends
222
Liability of Foreignness
223
Regionalization
223
Choice of International Entry Mode
224
Exporting
225
Licensing
225
Strategic Alliances
226
Acquisitions
227
New Wholly Owned Subsidiary
228
Strategic Focus: Has the Largest Automaker in the World Made Mistakes with Its
International Strategy?
229
Dynamics of Mode of Entry
230
Strategic Competitive Outcomes
231
International Diversification and Returns
231
International Diversification and Innovation
232
Complexity of Managing Multinational Firms
232
Risks in an International Environment
233
Political Risks
234
Economic Risks
234
Limits to International Expansion: Management Problems
235
Summary
235 ·
Review Questions
236 ·
Notes
237
9:
Cooperative Strategy
244
Opening Case: Using Cooperative Strategies at IBM
245
Strategic Alliances as a Primary Type of Cooperative Strategy
247
Three Types of Strategic Alliances
247
Strategic Focus: Partnering for Success at Kodak
248
Reasons Firms Develop Strategic Alliances
250
Business-Level Cooperative Strategy
252
Complementary Strategic Alliances
252
Competition Response Strategy
253
Strategic Focus: Using Complementary Resources and Capabilities to Succeed in the
Global Automobile Industry
255
Uncertainty-Reducing Strategy
256
Competition-Reducing Strategy
256
Assessment of Business-Level Cooperative Strategies
257
Corporate-Level Cooperative Strategy
258
Diversifying Strategic Alliance
258
Synergistic Strategic Alliance
259
Franchising
259
Assessment of Corporate-Level Cooperative Strategies
260
International Cooperative Strategy
261
Network Cooperative Strategy
262
Alliance NetworkTypes
263
Competitive Risks with Cooperative Strategies
263
Managing Cooperative Strategies
265
Summary
266 ·
Review Questions
267 ·
Notes
267
Pit I Strategic Actions: Strateav Implementation
ZÏ3
10;
Corporate Governance
274
Opening Case: How Has Increasingly Intensive Corporate Governance Affected the
Lives of CEOs?
275
Separation of Ownership and Managerial Control
278
Agency Relationships
279
Product Diversification as an Example of an Agency Problem
280
Agency Costs and Governance Mechanisms
281
Ownership Concentration
283
The Growing Influence of Institutional Owners
283
Board of Directors
284
Enhancing the Effectiveness
oř
the Board of Directors
286
Executive Compensation
287
SïKtîSflfe
Iberna:
Executive Compensation Is Increasingly Becoming a Target for Media
mtMst SharBbolders, and Government Regulators
288
The Effectiveness of Executive Compensation
289
Market for Corporate Control
290
Manageri»;
Defense Tactfcs
292
łmemetkmal
Colorate
Governance
293
Colorate
вошптке
in Germany
294
Corporate Governance in Japan
295
Strategic Focus: Shareholder Activists Invade Japan s Large Firms Traditionally
Focused on Stakeholder Capitalism
296
Global Corporate Governance
297
Governance Mechanisms and Ethical Behavior
298
Summary
299 ·
Review Questions
300 ·
Notes
300
11 :
Organizational Structure and Controls
306
Opening Case: Are Strategy and Structural Changes in the Cards for GE?
307
Organizational Structure and Controls
308
Organizational Structure
309
Strategic Focus: Increased Job Autonomy: A Structural Approach to Increased
Performance and Job Satisfaction?
310
Organizational Controls
311
Relationships between Strategy and Structure
312
Evolutionary Patterns of Strategy and Organizational Structure
313
Simple Structure
314
Functional Structure
314
Multidivisional Structure
314
Matches between Business-Level Strategies and the
Functional Structure
315
Matches between Corporate-Level Strategies and the
Multidivisional Structure
318
Matches between International Strategies and Worldwide Structure
324
Strategic Focus: Using the Worldwide Geographic Area Structure at Xerox
Corporation
325
Matches between Cooperative Strategies and Network Structures
329
Implementing Business-Level Cooperative Strategies
330
Implementing Corporate-Level Cooperative Strategies
331
Implementing International Cooperative Strategies
331
Summary
332 ·
Review Questions
333 ·
Notes
333
12:
Strategic Leadership
338
Opening Case: How Long Can I Have the Job? The Short Lives of CEOs
and
Top-Level
Strategic Leaders
339
Strategic Leadership and Style
340
Strategic Focus: Doug Conant: Providing Effective
Strategic Leadership at Campbell Soup Co.
343
The Role of Top-Level Managers
343
Top Management Teams
344
Managerial Succession
347
Key Strategic Leadership Actions
350
Determining Strategic Direction
350
Effectively Managing the Firm s Resource Portfolio
351
Sustaining an Effective Organizational Culture
354
Emphasizing Ethical Practices
355
Establishing Balanced Organizational Controls
356
Strategic Focus: What s Next? Strategic Leadership in
the Future
359
Summary
360 ·
Review Questions
361 ·
Notes
361
13:
Strategie
Entrepreneurship
366
Opening
Case: Googling Innovation!
367
Entrepreneurship
and Entrepreneurial Opportunities
369
Innovation
370
Entrepreneurs
371
International
Entrepreneurship
372
Internal Innovation
373
Incremental and Radical Innovation
373
Strategic Focus: The Razr s Edge: R&D and Innovation at Motorola
374
Autonomous Strategic Behavior
376
Induced Strategic Behavior
376
Implementing Internal Innovations
377
Cross-Functional Product Development Teams
377
Facilitating Integration and Innovation
378
Creating Value from Internal Innovation
378
Innovation Through Cooperative Strategies
379
Strategic Focus: Does Whole Foods Really Obtain Innovation in Unnatural Ways?
38Í
Innovation Through Acquisitions
382
Creating Value Through Strategic
Entrepreneurship
382
Summary
384 ·
Review Questions
384 ·
Notes
385
Parí
4:
Cases
Preparing an Effective Case Analysis
iii
Case
1:
3M: Cultivating Core Competency,
1
Case
2:
A-1 Lanes and the Currency Crisis of the East Asian Tigers,
13
Case
3:
AMD vs. Intel: Competitive Challenges,
25
Case
4:
Boeing: Redefining Strategies to Manage the Competitive Market,
33
Case
5:
Carrefour
in Asia,
49
Case
6:
Dell: From a Low-Cost PC Maker to an Innovative Company,
61
Case
7:
Ford Motor Company,
75
Case
8:
Jack Welch and Jeffrey Immelt: Continuity and Change
in Strategy, Style, and Culture at GE,
91
Case
9:
The Home Depot,
105
Case
10:
China s Home Improvement Market: Should Home Depot Enter
or Will it Have a Late-Mover (Dis)advantage?
117
Case
11:
Huawei: Cisco s Chinese Challenger,
133
Case
12:
ING DIRECT: Rebel in the Banking Industry,
145
Case
13:
JetBlue Airways: Challenges Ahead,
157
Case
14:
Lufthansa: Going Global, but How to Manage Complexity?
175
Case
15:
Microsoft s Diversification Strategy,
185
Case
16:
Nestlé:
Sustaining Growth in Mature Markets,
203
Case
17:
An Entrepreneur Seeks the Holy Grail of Retailing,
217
Case
18:
PSA Peugeot
Citroën:
Strategic Alliances for Competitive Advantage?
221
Case
19:
Sun Microsystems,
233
Case
20:
Telef
lex Canada: A Culture of Innovation,
241
Case
21 ;
Tyco International: A Case of Corporate Malfeasance,
249
Case
22: Vodafone:
Out of Many, One,
263
Case
23:
Wal-Mart Stores, Inc. (WMT),
281
Case
24:
WĽM0
Company:The Squeak, Smell, and Dirt Business (A),
309
Name Index
1-1
Company Index
1-13
Subject Index
1-17
|
| adam_txt |
Preface
xviii
About the Authors
xxiv
Part
1:
Strategic Management Inputs
1
1.
What is Strategic Management?
2
2.
Exploring the External Environment: Competition and Opportunities,
32
3.
Examining the Internal Organization: Activities, Resources, and
Capabilities,
68
Part
2:
Strategic Actions: Strategy Formulation
95
4.
Building and Sustaining Competitive Advantage,
96
5.
Strategy at the Business Level,
122
6.
Corporate-Level Strategy,
152
7.
Acquisition and Restructuring Strategies,
180
8.
International Strategy,
210
9.
Cooperative
Strategy,
244
Part
3:
Strategic Actions: Strategy implemeotation
Ш
10.
Corporate Governance,
274
11.
Organizational Structure and Controls,
306
12.
Strategic Leadership,
338
13.
Strategic
Entrepreneurship,
366
Part
4:
Cases
Name Index,
1-1
Company Index,
1-13
Subject Index,
1-17
Preface
xviii
About the Authors
xxiv
Parti: Strategic Management Inputs
1
1:
What is Strategic
Management?
2
Opening Case: Boeing and Airbus: A Global
Competitive Battle over Supremacy in Producing
Commercial Aircraft
3
The Competitive Landscape
6
The Global Economy
7
Technology and Technological Changes
10
Strategic Focus: Apple: Using Innovation to
Create Technology Trends and Maintain Competitive Advantage
11
The I/O Model of Above-Average Returns
13
Strategic Focus: Netflix Confronts a Turbulent Competitive
Environment
14
The Resource-Based
Modei
of Above-Average Returns
16
Vision and Mission
18
Vision
18
Mission
19
Stakeholders
20
Classifications of Stakeholders
20
Strategic Leaders
22
The Work of Effective Strategic Leaders
23
Predicting Outcomes of Strategic Decisions: Profit Pools
24
The Strategic Management Process
24
Summary
26 ·
Review Questions
26 ·
Notes
27
^Ti^^thelxternal
Environment:
Competition and Opportunities
32
Opening Case: Environmental Pressures on Wal-Mart
33
The General, Industry, and Competitor Environments
35
External Environmental Analysis
37
Scanning
38
Monitoring
38
Forecasting
39
Assessing
39
Segments of the General Environment
39
The Demographic Segment
40
The Economic Segment
42
The Political/Legal Segment
42
The
Sociocultural
Segment
43
The Technological Segment
44
The Global Segment
45
Strategic Focus: Does Google Have the Market Power to Ignore External Pressures?
46
Industry Environment Analysis
48
Threat of New Entrants
49
Bargaining Power of Suppliers
52
Bargaining Power of Buyers
52
Threat of Substitute Products
52
Intensity of Rivalry Among Competitors
53
interpreting industry Analyses
55
Strategic Groups
55
Strategic Focus: IBM Closely Watches Its Competitors
to Stay at the Top of Its Game
57
Competitor Analysis
58
Ethical Considerations
60
Summary
61 ·
Review Questions
61 ·
Notes
62
3:
Examining the Internal Organization: Activities,
Resources, and Capabilities
68
Opening Case: Managing theTension Between Innovation and Efficiency
69
Analyzing the Internal Organization
71
The Context of Internal Analysis
71
Creating Value
72
The Challenge of Analyzing the Internal Organization
73
Strategic Focus: Hyundai Cars: The Quality is There, So Why Aren't the
Cars Selling?
75
Resources, Capabilities, and Core Competencies
76
Resources
7Є
Strategic Focus; Seeking to Repair a Tarnished Brand Name
79
Capabilities
80
Core Competencies
81
Building Core Competencies
81
fmi Criteria of Sustainable Competitive Advantage
S
1
Value Chain Analysis
84
Outsourcing
87
Competencies,
Strengths, Weaknesses, and Strategic Decisions
88
Summary
90 ·
Review Questions
91 ·
Notes
91
Part I Strategic Actions: Strategy Formulation
95
4:
Building and Sustaining Competitive
Advantage
96
Opening Case: Competition Between Hewlett-Packard
and Dell: The Battle Rages On
97
A Model of Competitive Rivalry
99
Competitor Analysis
100
Market Commonality
101
Resource Similarity
102
Drivers of Competitive Actions and Responses
103
Strategic Focus: Who Will Win the Competitive Battles Between
Netflix and Blockbuster?
105
Competitive Rivalry
105
Strategic and Tactical Actions
106
Likelihood of Attack
106
Strategic Focus: Using Aggressive Pricing as a Tactical Action
at Wal-Mart
107
First-Mover Incentives
107
Organizational Size
109
Quality
110
Likelihood of Response
111
Type of Competitive Action
112
Actor's Reputation
112
Dependence on the Market
113
Competitive Dynamics
113
Slow-Cycle Markets
113
Fast-Cycle Markets
114
Standard-Cycle Markets
115
Summary
117 ·
Review Questions
118 ·
Notes
118
5:
Strategy at the Business Level
122
Opening Case: From Pet Food to PetSmart
123
Customers: Their Relationship with Business-Level Strategies
125
Effectively Managing Relationships with Customers
126
Reach, Richness, and Affiliation
126
Who: Determining the Customers to Serve
127
What: Determining Which Customer Needs to Satisfy
128
How: Determining Core Competencies Necessary to Satisfy Customer
Needs
129
The Purpose of a Business-Level Strategy
129
Types of Business-Level Strategies
131
Cost Leadership Strategy
132
Differentiation Strategy
136
Focus Strategies
139
Strategio
Focus:
Caribou
Coffee: When You Are Number Two, You Try Herder
140
Integrated Cost Leadership/Differentiation Strategy
143
Stratagic Focus:
Zara:
integrating Both Sides of the Coin
144
Summary
147 ·
Review Questions
148 ·
Notes
148
6:
Corporate-Level Strategy
152
Opening Case: Procter and Gamble's Diversification Strategy
153
Levels
oí
Diversification
155
Low Levels of Diversification
155
Moderate and High Levels of Diversification
156
Reasons for Diversification
157
Value-Creating Diversification: Related Constrained and Related
Linked Diversification
158
Operational
fìelatedness:
Sharing Activities
159
Corporate Relatedness: Transferring of Core Competencies
160
Market Power
161
Simultaneous Operational Relatedness and Corporate Relatedness
163
Unrelated Diversification
163
Strategic Focus; Operational and Corporate Relatedness: Smith
&
Wesson
and Luxottica
164
Efficient Internal Capital Market Allocation
165
Restructuring of Assets
166
Value-Neutral Diversification: Incentives and Resources
166
Strategic Focus: Revival of the Unrelated Strategy (Conglomerate): Small Firms Acquire
Castoffs from Large Firms and Seek to Improve Their Value
167
incentives to Diversify
168
Resources and Diversification
171
Value-Reducing Diversification: Managerial Motives to Diversify
172
Summary
174 ·
Review Questions
174 ·
Notes
175
7;
Acquisition and Restructuring Strategies
180
Opening Case:The IncreasedTrendToward Cross-Border
Acquisitions
181
The Popularity of Merger and Acquisition Strategies
183
Mergers,
Acquisitions,
and Takeovers: What Are the Differences?
184
Reasons for Acquisitions
184
increased Market Power
184
Strategic Focus: Oracle Makes a Series of Horizontal Acquisitions While
CVS Makes a Vertical Acquisition
185
Overcoming Entry Barriers
187
Cost of New Product Development and Increased Speed to Market
188
Lomt Risk Compared to Developing New Products
189
Incnsesed Diversification
189
Reshaping the Firm's Competitive Scope
190
Learning and Developing New Capabilities
190
Problems in Achieving Acquisition Success
191
Integration
ЅЖшШвѕ
192
insefetjuete
ЕШшйкт
of Target
192
іяеде
or
ßciraorafeery
Debt
Ш
Inability to Achieve Synergy
193
Too Much Diversification
194
Managers Overly Focused on Acquisitions
195
Too Large
196
Effective Acquisitions
196
Restructuring
198
Strategic Focus:
DaimlerChrysler
Is Now Daimler
AG:
The Failed Merger
with Chrysler Corporation
199
Downsizing
200
Downscoplng
200
Leveraged Buyouts
201
Restructuring Outcomes
202
Summary
203 ·
Review Questions
204 ·
Notes
204
8:
International Strategy
210
Opening Case: Shanghai Automotive Industry Corporation:
Reaching for Global Markets
211
Identifying International Opportunities: Incentives to Use an
International Strategy
213
Increased Market Size
214
Return on Investment
215
Economies of Scale and Learning
215
Strategic Focus: Does General Motors' Survival Depend on
International Markets?
216
Location Advantages
217
International Strategies
217
International Business-Level Strategy
218
International Corporate-Level Strategy
220
Environmental Trends
222
Liability of Foreignness
223
Regionalization
223
Choice of International Entry Mode
224
Exporting
225
Licensing
225
Strategic Alliances
226
Acquisitions
227
New Wholly Owned Subsidiary
228
Strategic Focus: Has the Largest Automaker in the World Made Mistakes with Its
International Strategy?
229
Dynamics of Mode of Entry
230
Strategic Competitive Outcomes
231
International Diversification and Returns
231
International Diversification and Innovation
232
Complexity of Managing Multinational Firms
232
Risks in an International Environment
233
Political Risks
234
Economic Risks
234
Limits to International Expansion: Management Problems
235
Summary
235 ·
Review Questions
236 ·
Notes
237
9:
Cooperative Strategy
244
Opening Case: Using Cooperative Strategies at IBM
245
Strategic Alliances as a Primary Type of Cooperative Strategy
247
Three Types of Strategic Alliances
247
Strategic Focus: Partnering for Success at Kodak
248
Reasons Firms Develop Strategic Alliances
250
Business-Level Cooperative Strategy
252
Complementary Strategic Alliances
252
Competition Response Strategy
253
Strategic Focus: Using Complementary Resources and Capabilities to Succeed in the
Global Automobile Industry
255
Uncertainty-Reducing Strategy
256
Competition-Reducing Strategy
256
Assessment of Business-Level Cooperative Strategies
257
Corporate-Level Cooperative Strategy
258
Diversifying Strategic Alliance
258
Synergistic Strategic Alliance
259
Franchising
259
Assessment of Corporate-Level Cooperative Strategies
260
International Cooperative Strategy
261
Network Cooperative Strategy
262
Alliance NetworkTypes
263
Competitive Risks with Cooperative Strategies
263
Managing Cooperative Strategies
265
Summary
266 ·
Review Questions
267 ·
Notes
267
Pit I Strategic Actions: Strateav Implementation
ZÏ3
10;
Corporate Governance
274
Opening Case: How Has Increasingly Intensive Corporate Governance Affected the
Lives of CEOs?
275
Separation of Ownership and Managerial Control
278
Agency Relationships
279
Product Diversification as an Example of an Agency Problem
280
Agency Costs and Governance Mechanisms
281
Ownership Concentration
283
The Growing Influence of Institutional Owners
283
Board of Directors
284
Enhancing the Effectiveness
oř
the Board of Directors
286
Executive Compensation
287
SïKtîSflfe
Iberna:
Executive Compensation Is Increasingly Becoming a Target for Media
mtMst SharBbolders, and Government Regulators
288
The Effectiveness of Executive Compensation
289
Market for Corporate Control
290
Manageri»;
Defense Tactfcs
292
łmemetkmal
Colorate
Governance
293
Colorate
вошптке
in Germany
294
Corporate Governance in Japan
295
Strategic Focus: Shareholder Activists Invade Japan's Large Firms Traditionally
Focused on "Stakeholder" Capitalism
296
Global Corporate Governance
297
Governance Mechanisms and Ethical Behavior
298
Summary
299 ·
Review Questions
300 ·
Notes
300
11 :
Organizational Structure and Controls
306
Opening Case: Are Strategy and Structural Changes in the Cards for GE?
307
Organizational Structure and Controls
308
Organizational Structure
309
Strategic Focus: Increased Job Autonomy: A Structural Approach to Increased
Performance and Job Satisfaction?
310
Organizational Controls
311
Relationships between Strategy and Structure
312
Evolutionary Patterns of Strategy and Organizational Structure
313
Simple Structure
314
Functional Structure
314
Multidivisional Structure
314
Matches between Business-Level Strategies and the
Functional Structure
315
Matches between Corporate-Level Strategies and the
Multidivisional Structure
318
Matches between International Strategies and Worldwide Structure
324
Strategic Focus: Using the Worldwide Geographic Area Structure at Xerox
Corporation
325
Matches between Cooperative Strategies and Network Structures
329
Implementing Business-Level Cooperative Strategies
330
Implementing Corporate-Level Cooperative Strategies
331
Implementing International Cooperative Strategies
331
Summary
332 ·
Review Questions
333 ·
Notes
333
12:
Strategic Leadership
338
Opening Case: How Long Can I Have the Job? The Short Lives of CEOs
and
Top-Level
Strategic Leaders
339
Strategic Leadership and Style
340
Strategic Focus: Doug Conant: Providing Effective
Strategic Leadership at Campbell Soup Co.
343
The Role of Top-Level Managers
343
Top Management Teams
344
Managerial Succession
347
Key Strategic Leadership Actions
350
Determining Strategic Direction
350
Effectively Managing the Firm's Resource Portfolio
351
Sustaining an Effective Organizational Culture
354
Emphasizing Ethical Practices
355
Establishing Balanced Organizational Controls
356
Strategic Focus: What's Next? Strategic Leadership in
the Future
359
Summary
360 ·
Review Questions
361 ·
Notes
361
13:
Strategie
Entrepreneurship
366
Opening
Case: Googling Innovation!
367
Entrepreneurship
and Entrepreneurial Opportunities
369
Innovation
370
Entrepreneurs
371
International
Entrepreneurship
372
Internal Innovation
373
Incremental and Radical Innovation
373
Strategic Focus: The Razr's Edge: R&D and Innovation at Motorola
374
Autonomous Strategic Behavior
376
Induced Strategic Behavior
376
Implementing Internal Innovations
377
Cross-Functional Product Development Teams
377
Facilitating Integration and Innovation
378
Creating Value from Internal Innovation
378
Innovation Through Cooperative Strategies
379
Strategic Focus: Does Whole Foods Really Obtain Innovation in Unnatural Ways?
38Í
Innovation Through Acquisitions
382
Creating Value Through Strategic
Entrepreneurship
382
Summary
384 ·
Review Questions
384 ·
Notes
385
Parí
4:
Cases
Preparing an Effective Case Analysis
iii
Case
1:
3M: Cultivating Core Competency,
1
Case
2:
A-1 Lanes and the Currency Crisis of the East Asian Tigers,
13
Case
3:
AMD vs. Intel: Competitive Challenges,
25
Case
4:
Boeing: Redefining Strategies to Manage the Competitive Market,
33
Case
5:
Carrefour
in Asia,
49
Case
6:
Dell: From a Low-Cost PC Maker to an Innovative Company,
61
Case
7:
Ford Motor Company,
75
Case
8:
Jack Welch and Jeffrey Immelt: Continuity and Change
in Strategy, Style, and Culture at GE,
91
Case
9:
The Home Depot,
105
Case
10:
China's Home Improvement Market: Should Home Depot Enter
or Will it Have a Late-Mover (Dis)advantage?
117
Case
11:
Huawei: Cisco's Chinese Challenger,
133
Case
12:
ING DIRECT: Rebel in the Banking Industry,
145
Case
13:
JetBlue Airways: Challenges Ahead,
157
Case
14:
Lufthansa: Going Global, but How to Manage Complexity?
175
Case
15:
Microsoft's Diversification Strategy,
185
Case
16:
Nestlé:
Sustaining Growth in Mature Markets,
203
Case
17:
An Entrepreneur Seeks the Holy Grail of Retailing,
217
Case
18:
PSA Peugeot
Citroën:
Strategic Alliances for Competitive Advantage?
221
Case
19:
Sun Microsystems,
233
Case
20:
Telef
lex Canada: A Culture of Innovation,
241
Case
21 ;
Tyco International: A Case of Corporate Malfeasance,
249
Case
22: Vodafone:
Out of Many, One,
263
Case
23:
Wal-Mart Stores, Inc. (WMT),
281
Case
24:
WĽM0
Company:The Squeak, Smell, and Dirt Business (A),
309
Name Index
1-1
Company Index
1-13
Subject Index
1-17 |
| any_adam_object | 1 |
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| author | Ireland, R. Duane 1947- Hoskisson, Robert E. Hitt, Michael A. 1946- |
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| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | Internat. student ed., 8. ed. |
| format | Book |
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| spelling | Ireland, R. Duane 1947- Verfasser (DE-588)124214533 aut The Management of strategy concepts R. Duane Ireland ; Robert E. Hoskisson ; Michael A. Hitt Internat. student ed., 8. ed. Mason, Ohio South-Western Cengage Learning 2009 getr. Zählung txt rdacontent n rdamedia nc rdacarrier Bis 7. Aufl. u.d.T.: Hitt, Michael A.: Strategic management Strategic planning Strategic planning Case studies 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 Hoskisson, Robert E. Verfasser aut Hitt, Michael A. 1946- Verfasser (DE-588)124214517 aut Früher u.d.T. Hitt, Michael A. Management of strategy (DE-604)BV021833548 text/html http://www.gbv.de/dms/hbz/toc/ht014866844.pdf Inhaltstext Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016497514&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Ireland, R. Duane 1947- Hoskisson, Robert E. Hitt, Michael A. 1946- The Management of strategy concepts Strategic planning Strategic planning Case studies Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4522595-3 |
| title | The Management of strategy concepts |
| title_auth | The Management of strategy concepts |
| title_exact_search | The Management of strategy concepts |
| title_exact_search_txtP | The Management of strategy concepts |
| title_full | The Management of strategy concepts R. Duane Ireland ; Robert E. Hoskisson ; Michael A. Hitt |
| title_fullStr | The Management of strategy concepts R. Duane Ireland ; Robert E. Hoskisson ; Michael A. Hitt |
| title_full_unstemmed | The Management of strategy concepts R. Duane Ireland ; Robert E. Hoskisson ; Michael A. Hitt |
| title_old | Hitt, Michael A. Management of strategy |
| title_short | The Management of strategy |
| title_sort | the management of strategy concepts |
| title_sub | concepts |
| topic | Strategic planning Strategic planning Case studies Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategic planning Case studies Strategisches Management Fallstudiensammlung |
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