Competing for advantage:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Mason, Ohio [u.a.]
South-Western/Thomson Learning
2008
|
| Ausgabe: | 2. ed., internat. student ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIII, 420 S. graph. Darst. |
| ISBN: | 9780324568325 0324568320 |
Internformat
MARC
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| 245 | 1 | 0 | |a Competing for advantage |c Robert E. Hoskisson ... |
| 250 | |a 2. ed., internat. student ed. | ||
| 264 | 1 | |a Mason, Ohio [u.a.] |b South-Western/Thomson Learning |c 2008 | |
| 300 | |a XXIII, 420 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
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| 689 | 0 | |5 DE-188 | |
| 700 | 1 | |a Hoskisson, Robert E. |e Sonstige |4 oth | |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-022305852 | ||
Datensatz im Suchindex
| _version_ | 1804145390245642240 |
|---|---|
| adam_text | Part 1: Strategic Thinking 1
1. What Is Strategic Management? 2
2. Leading Strategically 30
Part 2: Strategic Analysis 65
3. Examining the Internal Organization: Activities, Resources, and Capabilities 66
4. Exploring the External Environment: Competition and Opportunities 97
Part 3: Creating Competitive Advantage 127
5. Business-Level Strategy 128
6. Competitive Rivalry and Competitive Dynamics 158
7. Cooperative Strategy 183
8. Corporate-Level Strategy 211
9. Acquisition and Restructuring Strategies 243
10. International Strategy 267
Part 4: Monitoring and Creating Entrepreneurial Opportunities 301
11. Corporate Governance 302
12. Strategic Entrepreneurship 334
13. Strategic Flexibility and Real Options Analysis 354
Name Index 385
Company Index 405
Subject Index 409
Part 1: Strategic Thinking
Chapter 1: What Is Strategic Management?
The Competitive Landscape, 3
Globalization of Markets and Industries, 4
Technological Advances, 5
The Emergence of Strategic Management as a Business Discipline, 7
Early Influences on the Strategy Concept, 8
Modern Strategic Management, 9
Three Perspectives on Value Creation, 10
The I/O Model of Above-Average Returns, 10
The Resource-Based Model of Above-Average Returns, 11
The Stakeholder Model of Responsible Firm Behavior and Firm Performance, 15
Strategic Thinking and the Strategic Management Process, 18
Strategic Thinking, 18
The Strategic Management Process, 20
Summary, 22
Ethics Questions, 23
Chapter 2: Leading Strategically
Individual Strategic Leaders and Influences on Their Decisions, 31
Strategic Leadership Style, 32
Managerial Discretion and Decision Biases, 33
Top Management Teams, 36
Top Management Team Heterogeneity, 36
The CEO and Top Management Team Power, 38
Executive Succession Processes, 39
Key Strategic Leadership Responsibilities and Actions, 41
Ensure That the Firm Is Well Positioned Economically, 43
Acquire, Develop, and Manage Key Resources, 45
Develop and Manage Relationships with External Stakeholders, 48
Determine and Communicate Strategic Direction, 49
30
Oversee Formulation and Implementation of Specific Strategies, 52
Establish Balanced Controls, 53
Summary, 55
Ethics Questions, 56
Part 2: Strategic Analysis 65
Chapter 3: Examining the Internal Organization:
Activities, Resources, and Capabilities 66
Internal Analysis and Value Creation, 68
Conditions Influencing Internal Analysis, 68
Creating Value, 71
Resources, Capabilities, and Core Competencies, 72
Resources, 72
Capabilities, 74
Core Competencies, 76
Building Core Competencies, 77
Four Criteria of Sustainable Competitive Advantage, 77
Value Chain Analysis, 80
Outsourcing, 83
When Core Competencies Lose Their Value, 84
Firm Performance, 84
Stakeholder Objectives and Power, 85
Measures of Firm Performance, 86
Balancing Stakeholder Performance, 89
Sustainable Development, 89
Summary, 90
Ethics Questions, 91
Chapter 4: Exploring the External Environment:
Competition and Opportunities 97
The General, Industry, and Competitor Environments, 98
External Environmental Analysis, 100
Scanning, 101
Monitoring, 101
Forecasting, 102
Assessing, 102
Segments of the General Environment, 102
The Demographic Segment, 103
The Economic Segment, 105
The Political/Legal Segment, 105
The Sociocultural Segment, 106
The Technological Segment, 107
The Global Segment, 108
Industry Environment Analysis, 109
Threat of New Entrants, 111
Bargaining Power of Suppliers, 113
x CONTENTS
Bargaining Power of Buyers, 114
Threat of Substitute Products, 114
Intensity of Rivalry among Competitors, 115
Complementers, 117
Interpreting Industry Analyses, 117
Analysis of Direct Competitors, 118
Strategic Groups, 118
Understanding Competitors and Their Intentions, 119
Summary, 121
Ethics Questions, 122
Fart 3: Creating Competitive Advantage 12
Chapter 5: Business-Level Strategy 128
Economic Logic and Business-Level Strategy, 129
Types of Business-Level Strategy, 130
Serving Customers, 131
Strategy and Structure, 133
Cost Leadership Strategy, 135
Successful Execution of the Cost Leadership Strategy, 135
Using the Functional Structure to Implement the Cost Leadership Strategy, 138
Competitive Risks of the Cost Leadership Strategy, 139
Differentiation Strategy, 140
Successful Execution of the Differentiation Strategy, 140
Using the Functional Structure to Implement the Differentiation Strategy, 143
Competitive Risks of the Differentiation Strategy, 144
Focus Strategies, 145
Focused Cost Leadership Strategy, 145
Focused Differentiation Strategy, 146
Using the Simple or Functional Structures to Implement Focus Strategies, 147
Competitive Risks of Focus Strategies, 147
Integrated Cost Leadership/Differentiation Strategy, 147
Successful Execution of the Integrated Cost Leadership /Differentiation Strategy, 148
Using a Flexible Structure to Implement the Integrated Cost Leadership/Differentiation Strategy, 149
Competitive Risks of the Integrated Cost Leadership/Differentiation Strategy, 151
Summary, 152
Ethics Questions, 153
Chapter 6: Competitive Rivalry and Competitive Dynamics 158
A Model of Competitive Rivalry, 160
Competitor Analysis, 162
Market Commonality, 162
Resource Similarity, 163
Drivers of Competitive Actions and Responses, 164
Competitive Rivalry, 165
Strategic and Tactical Actions, 166
CONTENTS xi
Likelihood of Attack, 166
First-Mover Incentives, 166
Organizational Size, 168
Quality, 169
Likelihood of Response, 170
Type of Competitive Action, 171
Actor s Reputation, 171
Dependence on the Market, 172
Competitive Dynamics, 172
Slow-Cycle Markets, 173
Fast-Cycle Markets, 174
Standard-Cycle Markets, 176
Summary, 177
Ethics Questions, 178
Chapter 7: Cooperative Strategy 183
The Importance of Cooperative Strategy, 184
Strategic Alliances in Slow-Cycle Markets, 186
Strategic Alliances in Fast-Cycle Markets, 186
Strategic Alliances in Standard-Cycle Markets, 186
Types of Alliances and Other Cooperative Strategies, 187
Cooperative Strategies That Enhance Differentiation or Reduce Costs, 189
Complementary Strategic Alliances, 189
Network Cooperative Strategies, 191
Cooperative Strategies That Address Forces in the External Environment, 193
Competitive Response Alliances, 193
Uncertainty-Reducing Alliances, 194
Competition-Reducing Cooperative Strategies, 194
Associations and Consortia, 195
Cooperative Strategies That Promote Growth and/or Diversification, 196
Diversifying Strategic Alliances, 196
Franchising, 197
International Cooperative Strategies, 197
Competitive Risks of Cooperative Strategies, 199
Implementing and Managing Cooperative Strategies, 201
Summary, 203
Ethics Questions, 204
Chapter 8: Corporate-Level Strategy 211
Levels of Diversification, 212
Low Levels of Diversification, 212
Moderate and High Levels of Diversification, 213
Reasons for Diversification, 215
Diversification and the Multidivisional Structure, 217
Related Diversification, 218
Operational Relatedness: Sharing Activities, 218
Using the Cooperative Form of the Multidivisional Structure to Implement the Related Constrained
Strategy, 219
xii CONTENTS
Corporate Relatedness: Transferring of Cere Competencies, 221
Using the Strategic Business-Unit Form of the Multidivisional Structure to Implement the Related
Linked Strategy, 221
Market Power through Multimarket Competition and Vertical Integration, 223
Simultaneous Operational Relatedness and Corporate Relatedness, 225
Unrelated Diversification, 225
Efficient Internal Capital Market Allocation, 226
Restructuring, 227
Using the Competitive Form of the Multidivisional Structure to Implement the Unrelated
Diversification Strategy, 228
Value-Neutral Diversification: Incentives and Resources, 229
Incentives to Diversify, 229
Resources and Diversification, 232
Value-Reducing Diversification: Managerial Motives to Diversify, 232
Summary, 234
Ethics Questions, 236
Chapter 9: Acquisition and Restructuring Strategies 243
The Popularity of Merger and Acquisition Strategies, 244
Mergers, Acquisitions, and Takeovers: What Are the Differences?, 244
Reasons for Acquisitions, 245
Increase Market Power, 245
Overcome Entry Barriers, 247
Reduce Costs and Risks Associated with New Product Development, 248
Increase Speed to Market, 248
Increase Diversification and Reshape the Firm s Competitive Scope, 248
Learn and Develop New Capabilities, 249
Problems in Achieving Acquisition Success, 249
Integration Difficulties and an Inability to Achieve Synergy, 251
Inadequate Evaluation of Target, 252
Large or Extraordinary Debt, 252
Too Much Diversification, 253
Managers Too Focused on Acquisitions, 254
Firm Becomes Too Large, 254
Effective Acquisitions, 255
Restructuring, 256
Downsizing, 257
Downscoping, 257
Leveraged Buyouts, 258
Outcomes from Restructuring, 258
Summary, 260
Ethics Questions, 261
Chapter 10: International Strategy 267
Incentives for Using an International Strategy, 268
Increased Market Size, 268
Return on Investment, 269
Economies of Scale, Scope, and Learning, 270
CONTENTS xiii
Obtain Resources and Achieve Other Location Advantages, 271
International Corporate-Level Strategy, 272
International Scope: Worldwide Presence or Regionalization, 272
Multidomestic Strategy, 274
Global Strategy, 276
Transnational Strategy, 277
International Business-Level Strategy, 279
Choice of International Entry Mode, 281
Exporting, 281
Licensing, 282
Strategic Alliances, 283
Acquisitions, 284
New Wholly Owned Subsidiary, 285
Dynamics of Mode of Entry, 285
Strategic Competitiveness Outcomes, 286
International Diversification and Returns, 286
International Diversification and Innovation, 287
Risks in an International Environment, 288
Complexity of Managing Multinational Firms, 289
Summary, 290
Ethics Questions, 291
Part 4: Monitoring and Creating
Entrepreneurial Opportunities 30.1
Chapter 11: Corporate Governance 302
Separation of Ownership and Managerial Control, 305
Agency Relationships, 306
Product Diversification as an Example of an Agency Problem, 307
Agency Costs and Governance Mechanisms, 308
Ownership Concentration, 310
Institutional Owners, 310
Shareholder Activism, 311
Board of Directors, 312
Board Independence, 312
Board Effectiveness, 313
Executive Compensation, 314
A Complicated Governance Mechanism, 315
The Effectiveness of Executive Compensation, 316
Market for Corporate Control, 317
Managerial Defense Tactics, 318
International Corporate Governance, 320
Corporate Governance in Germany, 320
Corporate Governance in Japan, 321
Global Corporate Governance, 322
Governance Mechanisms, Stakeholder Management, and Ethical Behavior, 323
xiv CONTENTS
Summary, 324
Ethics Questions, 325
Chapter 12: Strategic Entrepreneurship 334
Strategic Entrepreneurship and Innovation, 335
Innovation, 335
Entrepreneurs, 336
International Entrepreneurship, 337
Internal Innovation, 339
Incremental Innovations, 339
Radical Innovations, 339
Implementing Internal Innovation, 340
Cross-Functional Product Development Teams, 342
Facilitating Integration and Implementation, 343
Creating Value from Internal Innovation, 343
Innovation through Cooperative Strategies, 344
Innovation through Acquisitions, 345
Creating Value through Strategic Entrepreneurship, 346
Summary, 347
Ethics Questions, 348
Chapter 13: Strategic Flexibility and Real Options Analysis 354
Real Options Analysis, 356
Types of Real Options, 357
Purpose and Importance of Real Options Analysis, 359
Value Drivers for Real Options, 363
Valuation of Real Options, 367
Implementation Requirements of Real Options, 367
Summary, 368
Ethics Questions, 369
Appendix: Detailed Valuation Guidelines, 370
Name Index, 385
Company Index, 405
Subject Index, 409
CONTENTS
|
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| id | DE-604.BV026770138 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T23:18:41Z |
| institution | BVB |
| isbn | 9780324568325 0324568320 |
| language | English |
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| physical | XXIII, 420 S. graph. Darst. |
| publishDate | 2008 |
| publishDateSearch | 2008 |
| publishDateSort | 2008 |
| publisher | South-Western/Thomson Learning |
| record_format | marc |
| spelling | Competing for advantage Robert E. Hoskisson ... 2. ed., internat. student ed. Mason, Ohio [u.a.] South-Western/Thomson Learning 2008 XXIII, 420 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Wettbewerbsvorteil (DE-588)4219652-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s Wettbewerbsvorteil (DE-588)4219652-8 s DE-188 Hoskisson, Robert E. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022305852&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Competing for advantage Wettbewerbsvorteil (DE-588)4219652-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4219652-8 (DE-588)4124261-0 |
| title | Competing for advantage |
| title_auth | Competing for advantage |
| title_exact_search | Competing for advantage |
| title_full | Competing for advantage Robert E. Hoskisson ... |
| title_fullStr | Competing for advantage Robert E. Hoskisson ... |
| title_full_unstemmed | Competing for advantage Robert E. Hoskisson ... |
| title_short | Competing for advantage |
| title_sort | competing for advantage |
| topic | Wettbewerbsvorteil (DE-588)4219652-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Wettbewerbsvorteil Strategisches Management |
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