Verfügbarkeit: Strategic management and competitive advantage

Strategic management and competitive advantage: concepts and cases

Gespeichert in:

Bibliographische Detailangaben
Hauptverfasser:	Barney, Jay B. (VerfasserIn), Hesterly, William S. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Upper Saddle River, NJ Pearson, Prentice Hall 2008
Ausgabe:	2. ed., internat. ed.
Schlagworte:	Strategic planning > Case studies Business planning > Case studies Industrial management > Case studies Competition > Case studies Strategisches Management Wettbewerbsvorteil Fallstudiensammlung
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Getr. Zählung Ill., graph. Darst.
ISBN:	0131355023 9780131355026

Internformat

MARC


LEADER	00000nam a2200000zc 4500
001	BV035074592
003	DE-604
005	00000000000000.0
007	t
008	080929s2008 xxuad\|\| \|\|\|\| 00\|\|\| eng d
020			\|a 0131355023 \|c alk. paper \|9 0-13-135502-3
020			\|a 9780131355026 \|9 978-0-13-135502-6
035			\|a (OCoLC)472604662
035			\|a (DE-599)BVBBV035074592
040			\|a DE-604 \|b ger \|e aacr
041	0		\|a eng
044			\|a xxu \|c US
049			\|a DE-739 \|a DE-188
050		0	\|a HD30.28
082	0		\|a 658.4/012
084			\|a QP 320 \|0 (DE-625)141853: \|2 rvk
100	1		\|a Barney, Jay B. \|e Verfasser \|0 (DE-588)123872200 \|4 aut
245	1	0	\|a Strategic management and competitive advantage \|b concepts and cases \|c Jay B. Barney ; William S. Hesterly
250			\|a 2. ed., internat. 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
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
650	0	7	\|a Strategisches Management \|0 (DE-588)4124261-0 \|2 gnd \|9 rswk-swf
650	0	7	\|a Wettbewerbsvorteil \|0 (DE-588)4219652-8 \|2 gnd \|9 rswk-swf
655		7	\|0 (DE-588)4522595-3 \|a Fallstudiensammlung \|2 gnd-content
689	0	0	\|a Strategisches Management \|0 (DE-588)4124261-0 \|D s
689	0		\|5 DE-604
689	1	0	\|a Strategisches Management \|0 (DE-588)4124261-0 \|D s
689	1	1	\|a Wettbewerbsvorteil \|0 (DE-588)4219652-8 \|D s
689	1		\|5 DE-188
700	1		\|a Hesterly, William S. \|e Verfasser \|4 aut
856	4	2	\|m Digitalisierung UB Passau \|q application/pdf \|u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016742935&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA \|3 Inhaltsverzeichnis
999			\|a oai:aleph.bib-bvb.de:BVB01-016742935

Datensatz im Suchindex

_version_	1804138024288649216
adam_text	Contents Part 1: THE TOOL5 ОГ STRATEGIC AMALY5I5 Chapter 1: What !s Strategy and the Strategic Management Process? Z 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 The Relationship Between Economic and Accounting Performance Measures 21 Emergent Versus Intended Strategies 21 Ethics anã Strategy: Stockholders Versus Stakeholders 22 Strategy in the Emerging Enterprise: Emergent Strategies and Entrepreneurship 24 Why You Meed to Know About Strategy 25 The Strategic Management Process in an International Context 25 Summary 26 Challenge Questions Problem Set 28 End Notes 29 28 Chapter 2: Evaluating a Firm s External Environment 30 Opening Case: Organic Opportunities 30 Understanding a Firm s General Environment 32 Global Perspectives: Pokémon 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 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 Analysis of Opportunities in an International Context 64 Summary 66 Challenge Questions 68 Problem Set 68 End Notes 69 Chapter 3: Evaluating a Firm s Internal Capabilities 72 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 End-of-Part 1 Cases 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 Firm 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 Case 1-І : Bill Drayton s Ashoka PC 1-1 Case 1-2: Apple Computer, Inc. PC 1-6 Case 1-3: Wal-Mart Stores Inc. PC 1-15 Case 1-4: Harlequin Enterprises: The Mira Decision PC 1-32 Case 1-5: Nucor in 2005 PC 1-42 Part 2: BU5IME55-LEVEL STRATEGIES Chapter 4: Cost Leadership 114 Opening Case: The World s Lowest-Cost Airline 114 What Is Business-Level Strategy? 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 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 Imitability 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 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 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 15 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 Imitability of Product Differentiation 157 Organizing to Implement Product Differentiation 163 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 ProblemSet 175 End Notes 176 End-of-Part 2 Cases Case 2-1: Samsung Electronics PC 2-1 Case 2-2: JetBlue PC 2-23 Case 2-3: Bang & Olufsen and the Electronics Entertainment Industry in 2003 PC 2-36 Case 2-4: The Levi s Personal Pair Proposal PC 2-55 Part 3: 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 The Value of Vertical Integration 181 Strategy in Depth: Measuring Vertical Integration 182 Vertical Integration and the Threat of Opportunism 183 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 Chapter 7: Corporate Diversification 206 Ethics and Strategy: The Ethics of Outsourcing 191 Global Perspectives: Producing a Hindi Version of The Osbournes 193 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 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 ł* Ethics and Strategy: Globalization and the Threat of the Multinational Firm 229 Can Equity Holders Realize These Economies of Scope on Their Own? 230 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 Chapter 8: Organizing to Implement Corporate Diversification 244 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 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 Chapter 9: Strategic Alliances 276 259 263 Evaluating Divisional Performance Allocating Corporate Capital 263 Transferring Intermediate Products 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 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 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 Fixar Have a Falling Out 290 Strategic Alliances and Sustained Competitive Advantage 292 Chapter 10: Mergers and Acquisitions 308 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 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 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 Problem Set 341 End Notes 342 341 End-of-Part 3 Cases Case 3-1: eBay PC 3-1 Case 3-2: Nucleón, Inc. PC 3-15 Case 3-3 : British Sky Broadcasting Group PLC PC 3-25 Case 3-4: L Oreal s Growth Strategy PC 3-34 Case 3-5: Extending the easy Business Model PC 3-43 Case 3-6: Hallmark Cards Inc. in 2006 PC 3-59 Case 3-7 : Cooper Industries Corporate Strategy PC 3-68 Case 3-8 : Ben & Jerry s—Japan PC 3-87 Case 3-9: Toyota s Strategy and Initiatives in Europe PC 3-100 Case 3-Ю: Hewlett-Packard in 2001 PC 3-113 Case 3-11 : Vodafone; E Pluribus Enum PC 3-122 Appendix: Analyzing Cases and Preparing for Class Discussions 343 Glossary 347 Illustration/Photo Credits Company Index 357 Marne Index 361 Subject Index 367 355
adam_txt	Contents Part 1: THE TOOL5 ОГ STRATEGIC AMALY5I5 Chapter 1: What !s Strategy and the Strategic Management Process? Z 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 The Relationship Between Economic and Accounting Performance Measures 21 Emergent Versus Intended Strategies 21 Ethics anã Strategy: Stockholders Versus Stakeholders 22 Strategy in the Emerging Enterprise: Emergent Strategies and Entrepreneurship 24 Why You Meed to Know About Strategy 25 The Strategic Management Process in an International Context 25 Summary 26 Challenge Questions Problem Set 28 End Notes 29 28 Chapter 2: Evaluating a Firm's External Environment 30 Opening Case: Organic Opportunities 30 Understanding a Firm's General Environment 32 Global Perspectives: Pokémon 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 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 Analysis of Opportunities in an International Context 64 Summary 66 Challenge Questions 68 Problem Set 68 End Notes 69 Chapter 3: Evaluating a Firm's Internal Capabilities 72 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 End-of-Part 1 Cases 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 Firm'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 Case 1-І : Bill Drayton's "Ashoka" PC 1-1 Case 1-2: Apple Computer, Inc. PC 1-6 Case 1-3: Wal-Mart Stores Inc. PC 1-15 Case 1-4: Harlequin Enterprises: The Mira Decision PC 1-32 Case 1-5: Nucor in 2005 PC 1-42 Part 2: BU5IME55-LEVEL STRATEGIES Chapter 4: Cost Leadership 114 Opening Case: The World's Lowest-Cost Airline 114 What Is Business-Level Strategy? 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 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 Imitability 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 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 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 15 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 Imitability of Product Differentiation 157 Organizing to Implement Product Differentiation 163 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 ProblemSet 175 End Notes 176 End-of-Part 2 Cases Case 2-1: Samsung Electronics PC 2-1 Case 2-2: JetBlue PC 2-23 Case 2-3: Bang & Olufsen and the Electronics Entertainment Industry in 2003 PC 2-36 Case 2-4: The Levi's Personal Pair Proposal PC 2-55 Part 3: 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 The Value of Vertical Integration 181 Strategy in Depth: Measuring Vertical Integration 182 Vertical Integration and the Threat of Opportunism 183 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 Chapter 7: Corporate Diversification 206 Ethics and Strategy: The Ethics of Outsourcing 191 Global Perspectives: Producing a Hindi Version of The Osbournes 193 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 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 ł* Ethics and Strategy: Globalization and the Threat of the Multinational Firm 229 Can Equity Holders Realize These Economies of Scope on Their Own? 230 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 Chapter 8: Organizing to Implement Corporate Diversification 244 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 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 Chapter 9: Strategic Alliances 276 259 263 Evaluating Divisional Performance Allocating Corporate Capital 263 Transferring Intermediate Products 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 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 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 Fixar Have a Falling Out 290 Strategic Alliances and Sustained Competitive Advantage 292 Chapter 10: Mergers and Acquisitions 308 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 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 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 Problem Set 341 End Notes 342 341 End-of-Part 3 Cases Case 3-1: eBay PC 3-1 Case 3-2: Nucleón, Inc. PC 3-15 Case 3-3 : British Sky Broadcasting Group PLC PC 3-25 Case 3-4: L'Oreal's Growth Strategy PC 3-34 Case 3-5: Extending the "easy" Business Model PC 3-43 Case 3-6: Hallmark Cards Inc. in 2006 PC 3-59 Case 3-7 : Cooper Industries' Corporate Strategy PC 3-68 Case 3-8 : Ben & Jerry's—Japan PC 3-87 Case 3-9: Toyota's Strategy and Initiatives in Europe PC 3-100 Case 3-Ю: Hewlett-Packard in 2001 PC 3-113 Case 3-11 : Vodafone; E Pluribus Enum PC 3-122 Appendix: Analyzing Cases and Preparing for Class Discussions 343 Glossary 347 Illustration/Photo Credits Company Index 357 Marne Index 361 Subject Index 367 355 \
any_adam_object	1
any_adam_object_boolean	1
author	Barney, Jay B. Hesterly, William S.
author_GND	(DE-588)123872200
author_facet	Barney, Jay B. Hesterly, William S.
author_role	aut aut
author_sort	Barney, Jay B.
author_variant	j b b jb jbb w s h ws wsh
building	Verbundindex
bvnumber	BV035074592
callnumber-first	H - Social Science
callnumber-label	HD30
callnumber-raw	HD30.28
callnumber-search	HD30.28
callnumber-sort	HD 230.28
callnumber-subject	HD - Industries, Land Use, Labor
classification_rvk	QP 320
ctrlnum	(OCoLC)472604662 (DE-599)BVBBV035074592
dewey-full	658.4/012
dewey-hundreds	600 - Technology (Applied sciences)
dewey-ones	658 - General management
dewey-raw	658.4/012
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., internat. ed.
format	Book
fullrecord	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01970nam a2200493zc 4500</leader><controlfield tag="001">BV035074592</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">00000000000000.0</controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">080929s2008 xxuad\|\| \|\|\|\| 00\|\|\| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">0131355023</subfield><subfield code="c">alk. paper</subfield><subfield code="9">0-13-135502-3</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9780131355026</subfield><subfield code="9">978-0-13-135502-6</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)472604662</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV035074592</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">aacr</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="a">xxu</subfield><subfield code="c">US</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-739</subfield><subfield code="a">DE-188</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">HD30.28</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.4/012</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 320</subfield><subfield code="0">(DE-625)141853:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Barney, Jay B.</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)123872200</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Strategic management and competitive advantage</subfield><subfield code="b">concepts and cases</subfield><subfield code="c">Jay B. Barney ; William S. Hesterly</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">2. ed., internat. ed.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Upper Saddle River, NJ</subfield><subfield code="b">Pearson, Prentice Hall</subfield><subfield code="c">2008</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">Getr. Zählung</subfield><subfield code="b">Ill., graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Strategic planning</subfield><subfield code="v">Case studies</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business planning</subfield><subfield code="v">Case studies</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Industrial management</subfield><subfield code="v">Case studies</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Competition</subfield><subfield code="v">Case studies</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Wettbewerbsvorteil</subfield><subfield code="0">(DE-588)4219652-8</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="655" ind1=" " ind2="7"><subfield code="0">(DE-588)4522595-3</subfield><subfield code="a">Fallstudiensammlung</subfield><subfield code="2">gnd-content</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="1" ind2="0"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2="1"><subfield code="a">Wettbewerbsvorteil</subfield><subfield code="0">(DE-588)4219652-8</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2=" "><subfield code="5">DE-188</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Hesterly, William S.</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">Digitalisierung UB Passau</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016742935&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-016742935</subfield></datafield></record></collection>
genre	(DE-588)4522595-3 Fallstudiensammlung gnd-content
genre_facet	Fallstudiensammlung
id	DE-604.BV035074592
illustrated	Illustrated
index_date	2024-07-02T22:05:08Z
indexdate	2024-07-09T21:21:36Z
institution	BVB
isbn	0131355023 9780131355026
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-016742935
oclc_num	472604662
open_access_boolean
owner	DE-739 DE-188
owner_facet	DE-739 DE-188
physical	Getr. Zählung Ill., graph. Darst.
publishDate	2008
publishDateSearch	2008
publishDateSort	2008
publisher	Pearson, Prentice Hall
record_format	marc
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., internat. ed. Upper Saddle River, NJ Pearson, Prentice Hall 2008 Getr. Zählung Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategic planning Case studies Business planning Case studies Industrial management Case studies Competition Case studies Strategisches Management (DE-588)4124261-0 gnd rswk-swf Wettbewerbsvorteil (DE-588)4219652-8 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 Digitalisierung UB Passau application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016742935&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 Strategisches Management (DE-588)4124261-0 gnd Wettbewerbsvorteil (DE-588)4219652-8 gnd
subject_GND	(DE-588)4124261-0 (DE-588)4219652-8 (DE-588)4522595-3
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
topic	Strategic planning Case studies Business planning Case studies Industrial management Case studies Competition Case studies Strategisches Management (DE-588)4124261-0 gnd Wettbewerbsvorteil (DE-588)4219652-8 gnd
topic_facet	Strategic planning Case studies Business planning Case studies Industrial management Case studies Competition Case studies Strategisches Management Wettbewerbsvorteil Fallstudiensammlung
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016742935&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT barneyjayb strategicmanagementandcompetitiveadvantageconceptsandcases AT hesterlywilliams strategicmanagementandcompetitiveadvantageconceptsandcases

Verfügbarkeit

Es ist kein Print-Exemplar vorhanden.

Fernleihe Bestellen Achtung: Nicht im THWS-Bestand! Inhaltsverzeichnis

MARC

Datensatz im Suchindex

Es ist kein Print-Exemplar vorhanden.

Ähnliche Einträge