Strategic management and competitive advantage: concepts and cases
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River [NJ] ; Munich [u.a.]
Prentice Hall
2010
|
| Ausgabe: | 3. ed., internat. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 378 S. Ill., graph. Darst. |
| ISBN: | 0137042876 9780137042876 |
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| 650 | 4 | |a Strategic planning |v Case studies | |
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| 650 | 4 | |a Competition |v Case studies | |
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Datensatz im Suchindex
| _version_ | 1804140838112985088 |
|---|---|
| adam_text | EDITION 3 STRATEGIC MANAGEMENT AND COMPETITIVE ADVANTAGE CONCEPTS AND
CASES JAY B. BARNEY THE OHIO STATE UNIVERSITY J WILLIAM S.HESTERLY THE
UNIVERSITY OF UTAH PRENTICE HALL BOSTON COLUMBUS INDIANAPOLIS NEW YORK
SAN FRANCISCO UPPER SADDLE RIVER AMSTERDAM CAPE TOWN DUBAI LONDON MADRID
MILAN MUNICH PARIS MONTREAL TORONTO DELHI MEXICO CITY SAO PAULO SYDNEY
HONG KONG SEOUL SINGAPORE TAIPEI TOKYO PART 1: THE TOOLS OF STRATEGIC
ANALYSIS CHAPTER I WHAT IS STRATEGY AND THE STRATEGIC MANAGEMENT
PROCESS? 2 OPENING CASE: THE MUSIC DOWNLOAD INDUSTRY 2 STRATEGY AND THE
STRATEGIC MANAGEMENT PROCESS 4 DEFINING STRATEGY 4 THE STRATEGIC
MANAGEMENT PROCESS 4 WHAT IS COMPETITIVE ADVANTAGE? 10 RESEARCH MADE
RELEVANT: HOW SUSTAINABLE ARE COMPETITIVE ADVANTAGES? 12 THE STRATEGIC
MANAGEMENT PROCESS, REVISITED 13 MEASURING COMPETITIVE ADVANTAGE 13
ACCOUNTING MEASURES OF COMPETITIVE ADVANTAGE 13 ECONOMIC MEASURES OF
COMPETITIVE ADVANTAGE 17 STRATEGY IN DEPTH: ESTIMATING A FIRM S WEIGHTED
AVERAGE COST OF CAPITAL 18 THE RELATIONSHIP BETWEEN ECONOMIC AND
ACCOUNTING PERFORMANCE MEASURES 19 EMERGENT VERSUS INTENDED STRATEGIES
20 ETHICS AND STRATEGY: STOCKHOLDERS VERSUS STAKEHOLDERS 21 STRATEGY IN
THE EMERGING ENTERPRISE: EMERGENT STRATEGIES AND ENTREPRENEURSHIP 22 WHY
YOU NEED TO KNOW ABOUT STRATEGY 23 SUMMARY 24 CHALLENGE QUESTIONS
PROBLEM SET 26 END NOTES 27 26 CHAPTER 2 EVALUATING A FIRM S EXTERNAL
ENVIRONMENT 28 OPENING CASE: COMPETING COLLEGE? 28 UNDERSTANDING A
FIRM S GENERAL ENVIRONMENT 30 THE STRUCTURE-CONDUCT-PERFORMANCE MODEL OF
FIRM PERFORMANCE 33 ETHICS AND STRATEGY: IS A FIRM GAINING A COMPETITIVE
ADVANTAGE GOOD FOR SOCIETY? 34 THE FIVE FORCES MODEL OF ENVIRONMENTAL
THREATS 35 THE THREAT OF ENTRY 36 STRATEGY IN DEPTH: THE FIVE FORCES
FRAMEWORK AND THE S-C-P MODEL 37 THE THREAT OF RIVALRY 42 THE THREAT OF
SUBSTITUTES 43 THE THREAT OF POWERFUL SUPPLIERS 44 THE THREAT OF
POWERFUL BUYERS 46 THE FIVE FORCES MODEL AND AVERAGE INDUSTRY
PERFORMANCE 47 ANOTHER ENVIRONMENTAL FORCE: COMPLEMENTORS 48 RESEARCH
MADE RELEVANT: THE IMPACT OF INDUSTRY AND FIRM CHARACTERISTICS ON FIRM
PERFORMANCE 49 INDUSTRY STRUCTURE AND ENVIRONMENTAL OPPORTUNITIES 50
OPPORTUNITIES IN FRAGMENTED INDUSTRIES: CONSOLIDATION 50 OPPORTUNITIES
IN EMERGING INDUSTRIES: FIRST-MOVER ADVANTAGES 51 OPPORTUNITIES IN
MATURE INDUSTRIES: PRODUCT REFINEMENT, SERVICE, AND PROCESS INNOVATION
53 STRATEGY IN THE EMERGING ENTERPRISE: MICROSOFT GROWS UP 55
OPPORTUNITIES IN DECLINING INDUSTRIES: LEADERSHIP, NICHE, HARVEST, AND
DIVESTMENT 57 SUMMARY 59 CHALLENGE QUESTIONS 61 PROBLEM SET 61 END NOTES
62 L^ONTENTS CHAPTER 3 EVALUATING A FIRM S INTERNAL CAPABILITIES 64
OPENING CASE: HAS EBAY LOST ITS WAY? 64 THE RESOURCE-BASED VIEW OF THE
FIRM 66 WHAT ARE RESOURCES AND CAPABILITIES? 66 CRITICAL ASSUMPTIONS OF
THE RESOURCE-BASED VIEW STRATEGY IN DEPTH: RICARDIAN ECONOMICS AND THE
RESOURCE-BASED VIEW 68 THE VRIO FRAMEWORK 68 THE QUESTION OF VALUE 69
STRATEGY IN THE EMERGING ENTERPRISE: ARE BUSINESS PLANS GOOD FOR
ENTREPRENEURS? 71 ETHICS AND STRATEGY: EXTERNALITIES AND THE BROADER
CONSEQUENCES OF PROFIT MAXIMIZATION 73 THE QUESTION OF RARITY 75 THE
QUESTION OF IMITABILITY 76 THE QUESTION OF ORGANIZATION 81 RESEARCH MADE
RELEVANT: STRATEGIC HUMAN RESOURCE MANAGEMENT RESEARCH 82 APPLYING THE
VRIO FRAMEWORK 83 APPLYING THE VRIO FRAMEWORK TO SOUTHWEST AIRLINES 85
IMITATION AND COMPETITIVE DYNAMICS IN AN INDUSTRY 87 NOT RESPONDING TO
ANOTHER FIRM S COMPETITIVE ADVANTAGE 87 CHANGING TACTICS IN RESPONSE TO
ANOTHER FIRM S COMPETITIVE ADVANTAGE 89 CHANGING STRATEGIES IN RESPONSE
TO ANOTHER FIRM S COMPETITIVE ADVANTAGE 90 IMPLICATIONS OF THE
RESOURCE-BASED VIEW 91 WHERE DOES THE RESPONSIBILITY FOR COMPETITIVE
ADVANTAGE IN A FIRM RESIDE? 92 COMPETITIVE PARITY AND COMPETITIVE
ADVANTAGE 92 DIFFICULT-TO-IMPLEMENT STRATEGIES 93 SOCIALLY COMPLEX
RESOURCES 94 THE ROLE OF ORGANIZATION 94 SUMMARY 95 CHALLENGE QUESTIONS
97 PROBLEM SET 97 END NOTES 98 END-OF-PART 1 CASES CASE 1-1: BALLY TOTAL
FITNESS PC 1-1 CASE 1-2: WAL-MART STORES INC. IN 2008 PC 1-15 CASE 1-3:
HARLEQUIN ENTERPRISES: THE MIRA DECISION PC 1-30 CASE 1 -4: TRUE
RELIGION AND THE PREMIUM JEANS INDUSTRY PC 1-40 PANT 2: BUSIMESS-LEVEL
STRATEGIES CHAPTER4 COST LEADERSHIP 102 OPENING CASE: THE WORLD S
LOWEST-COST AIRLINE 102 WHAT IS BUSINESS-LEVEL STRATEGY? 104 WHAT IS
COST LEADERSHIP? 104 SOURCES OF COST ADVANTAGES 104 RESEARCH MADE
RELEVANT: HOW VALUABLE IS MARKET SHARE * REALLY? ILL ETHICS AND
STRATEGY: THE RACE TO THE BOTTOM 113 THE VALUE OF COST LEADERSHIP 113
COST LEADERSHIP AND THE THREAT OF ENTRY 114 COST LEADERSHIP AND THE
THREAT OF RIVALRY 114 COST LEADERSHIP AND THE THREAT OF SUBSTITUTES 114
COST LEADERSHIP AND THE THREAT OF POWERFUL SUPPLIERS 114 STRATEGY IN
DEPTH: THE ECONOMICS OF COST LEADERSHIP COST LEADERSHIP AND THE THREAT
OF POWERFUL BUYERS 225 116 UONTENTS COST LEADERSHIP AND SUSTAINED
COMPETITIVE ADVANTAGE 116 THE RARITY OF SOURCES OF COST ADVANTAGE 116
THE IMITABILITY OF SOURCES OF COST ADVANTAGE 118 STRATEGY IN THE
EMERGING ENTERPRISE: THE OAKLAND A S: INVENTING A NEW WAY TO PLAY
COMPETITIVE BASEBALL 122 ORGANIZING TO IMPLEMENT COST LEADERSHIP 123
ORGANIZATIONAL STRUCTURE IN IMPLEMENTING COST LEADERSHIP 123 MANAGEMENT
CONTROLS IN IMPLEMENTING COST LEADERSHIP 125 COMPENSATION POLICIES AND
IMPLEMENTING COST LEADERSHIP STRATEGIES 126 SUMMARY 126 CHALLENGE
QUESTIONS PROBLEM SET 128 END NOTES 129 128 CHAPTERS PRODUCT
DIFFERENTIATION 130 OPENING CASE: WHO IS VICTORIA, AND WHAT IS HER
SECRET? 130 WHAT IS PRODUCT DIFFERENTIATION? 132 BASES OF PRODUCT
DIFFERENTIATION 133 RESEARCH MADE RELEVANT: DISCOVERING THE BASES OF
PRODUCT DIFFERENTIATION 135 PRODUCT DIFFERENTIATION AND CREATIVITY 139
THE VALUE OF PRODUCT DIFFERENTIATION 139 PRODUCT DIFFERENTIATION AND
ENVIRONMENTAL THREATS 139 STRATEGY IN DEPTH: THE ECONOMICS OF PRODUCT
DIFFERENTIATION 140 PRODUCT DIFFERENTIATION AND ENVIRONMENTAL
OPPORTUNITIES 141 PRODUCT DIFFERENTIATION AND SUSTAINED COMPETITIVE
ADVANTAGE 142 RARE BASES FOR PRODUCT DIFFERENTIATION 142 ETHICS AND
STRATEGY: PRODUCT CLAIMS AND THE ETHICAL DILEMMAS IN HEALTH CARE 143 THE
IMITABILITY OF PRODUCT DIFFERENTIATION 144 ORGANIZING TO IMPLEMENT
PRODUCT DIFFERENTIATION 149 ORGANIZATIONAL STRUCTURE AND IMPLEMENTING
PRODUCT DIFFERENTIATION 150 MANAGEMENT CONTROLS AND IMPLEMENTING PRODUCT
DIFFERENTIATION 150 STRATEGY IN THE EMERGING ENTERPRISE: CAN ONLY SMALL
FIRMS BE INNOVATIVE? 151 COMPENSATION POLICIES AND IMPLEMENTING PRODUCT
DIFFERENTIATION STRATEGIES 154 CAN FIRMS IMPLEMENT PRODUCT
DIFFERENTIATION AND COST LEADERSHIP SIMULTANEOUSLY? 154 NO: THESE
STRATEGIES CANNOT BE IMPLEMENTED SIMULTANEOUSLY 155 YES: THESE
STRATEGIES CAN BE IMPLEMENTED SIMULTANEOUSLY 156 SUMMARY 157 CHALLENGE
QUESTIONS 159 PROBLEM SET 159 END NOTES 160 END-OF-PART 2 CASES CASE
2-1: JETBLUE AIRWAYS PC 2-1 CASE 2-2: NUCORIN2005 PC 2-15 CASE 2-3: THE
LEVI S PERSONAL PAIR PROPOSAL PC 2-38 CASE 2-4: PAPA JOHN S
INTERNATIONAL, INC.: TWENTY- FIRST CENTURY GROWTH CHALLENGES (CONTENTS
PART 3: CORPORATE STRATEGIES CHAPTER 6 VERTICAL INTEGRATION 162 OPENING
CASE: OUTSOURCING RESEARCH 162 WHAT IS CORPORATE STRATEGY? 164 WHAT IS
VERTICAL INTEGRATION? 164 THE VALUE OF VERTICAL INTEGRATION 165 STRATEGY
IN DEPTH: MEASURING VERTICAL INTEGRATION 166 VERTICAL INTEGRATION AND
THE THREAT OF OPPORTUNISM 167 VERTICAL INTEGRATION AND FIRM CAPABILITIES
169 VERTICAL INTEGRATION AND FLEXIBILITY 170 APPLYING THE THEORIES TO
THE MANAGEMENT OF CALL CENTERS 171 RESEARCH MADE RELEVANT: EMPIRICAL
TESTS OF THEORIES OF VERTICAL INTEGRATION 172 INTEGRATING DIFFERENT
THEORIES OF VERTICAL INTEGRATION 174 VERTICAL INTEGRATION AND SUSTAINED
COMPETITIVE ADVANTAGE 174 THE RARITY OF VERTICAL INTEGRATION 175 ETHICS
AND STRATEGY: THE ETHICS OF OUTSOURCING 175 THE IMITABILITY OF VERTICAL
INTEGRATION 177 ORGANIZING TO IMPLEMENT VERTICAL INTEGRATION 178
ORGANIZATIONAL STRUCTURE AND IMPLEMENTING VERTICAL INTEGRATION 178
STRATEGY IN THE EMERGING ENTERPRISE: OPRAH, INC. 179 MANAGEMENT CONTROLS
AND IMPLEMENTING VERTICAL INTEGRATION 180 COMPENSATION IN IMPLEMENTING
VERTICAL INTEGRATION STRATEGIES 181 SUMMARY 184 CHALLENGE QUESTIONS
PROBLEM SET 186 END NOTES 187 186 CHAPTER 7 CORPORATE DIVERSIFICATION
188 OPENING CASE: THE WORLDWIDE LEADER 188 WHAT IS CORPORATE
DIVERSIFICATION? 190 TYPES OF CORPORATE DIVERSIFICATION 190 LIMITED
CORPORATE DIVERSIFICATION 190 RELATED CORPORATE DIVERSIFICATION 191
UNRELATED CORPORATE DIVERSIFICATION 193 THE VALUE OF CORPORATE
DIVERSIFICATION 193 WHAT ARE VALUABLE ECONOMIES OF SCOPE? 193 RESEARCH
MADE RELEVANT: HOW VALUABLE ARE ECONOMIES OF SCOPE, ON AVERAGE ? 194
STRATEGY IN THE EMERGING ENTERPRISE: GORE-TEX AND GUITAR STRINGS 201 CAN
EQUITY HOLDERS REALIZE THESE ECONOMIES OF SCOPE ON THEIR OWN? 209 ETHICS
AND STRATEGY: GLOBALIZATION AND THE THREAT OF THE MULTINATIONAL FIRM 210
CORPORATE DIVERSIFICATION AND SUSTAINED COMPETITIVE ADVANTAGE 211
STRATEGY IN DEPTH: RISK-REDUCING DIVERSIFICATION AND A FIRM S OTHER
STAKEHOLDERS 212 THE RARITY OF DIVERSIFICATION 213 THE IMITABILITY OF
DIVERSIFICATION 214 SUMMARY 215 CHALLENGE QUESTIONS 217 PROBLEM SET 217
END NOTES 218 (CONTENTS CHAPTER 8 ORGANIZING TO IMPLEMENT CORPORATE
DIVERSIFICATION 220 OPENING CASE: TYCO TEN YEARS ON 220 ORGANIZATIONAL
STRUCTURE AND IMPLEMENTING CORPORATE DIVERSIFICATION 222 THE BOARD OF
DIRECTORS 223 STRATEGY IN DEPTH: AGENCY CONFLICTS BETWEEN MANAGERS AND
EQUITY HOLDERS 225 RESEARCH MADE RELEVANT: THE EFFECTIVENESS OF BOARDS
OF DIRECTORS 226 INSTITUTIONAL OWNERS 227 THE SENIOR EXECUTIVE 228
CORPORATE STAFF 229 DIVISION GENERAL MANAGER 231 SHARED ACTIVITY
MANAGERS 232 MANAGEMENT CONTROLS AND IMPLEMENTING CORPORATE
DIVERSIFICATION 233 EVALUATING DIVISIONAL PERFORMANCE 234 ALLOCATING
CORPORATE CAPITAL 237 TRANSFERRING INTERMEDIATE PRODUCTS 238 STRATEGY IN
THE EMERGING ENTERPRISE: TRANSFORMING BIG BUSINESS INTO ENTREPRENEURSHIP
241 COMPENSATION POLICIES AND IMPLEMENTING CORPORATE DIVERSIFICATION 242
ETHICS AND STRATEGY: CEO COMPENSATION AND THE CREDIT CRISIS OF 2008 242
SUMMARY 244 CHALLENGE QUESTIONS PROBLEM SET 245 END NOTES 246 245
CHAPTER 9 STRATEGIC ALLIANCES 248 OPENING CASE: WHO MAKES VIDEO GAMES?
248 WHAT IS A STRATEGIC ALLIANCE? 250 HOW DO STRATEGIC ALLIANCES CREATE
VALUE? 251 STRATEGIC ALLIANCE OPPORTUNITIES 251 STRATEGY IN DEPTH:
WINNING LEARNING RACES 254 RESEARCH MADE RELEVANT: DO STRATEGIC
ALLIANCES FACILITATE TACIT COLLUSION? 257 ALLIANCE THREATS: INCENTIVES
TO CHEAT ON STRATEGIC ALLIANCES 258 ADVERSE SELECTION 258 MORAL HAZARD
259 HOLDUP 260 STRATEGY IN THE EMERGING ENTERPRISE: DISNEY AND PIXAR 261
STRATEGIC ALLIANCES AND SUSTAINED COMPETITIVE ADVANTAGE 262 THE RARITY
OF STRATEGIC ALLIANCES 262 THE IMITABILITY OF STRATEGIC ALLIANCES 263
ETHICS AND STRATEGY: WHEN IT COMES TO ALLIANCES, DO CHEATERS NEVER
PROSPER ? 264 ORGANIZING TO IMPLEMENT STRATEGIC ALLIANCES 267 EXPLICIT
CONTRACTS AND LEGAL SANCTIONS 267 EQUITY INVESTMENTS 268 FIRM
REPUTATIONS 270 JOINT VENTURES 271 TRUST 271 SUMMARY 272 CHALLENGE
QUESTIONS PROBLEM SET 273 END NOTES 274 273 UONTENTS CHAPTER 10 MERGERS
AND ACQUISITIONS 276 OPENING CASE: A MERGER MYSTERY 2 76 WHAT ARE
MERGERS AND ACQUISITIONS? 278 THE VALUE OF MERGERS AND ACQUISITIONS 279
MERGERS AND ACQUISITIONS: THE UNRELATED CASE 279 MERGERS AND
ACQUISITIONS: THE RELATED CASE 280 WHAT DOES RESEARCH SAY ABOUT RETURNS
TO MERGERS AND ACQUISITIONS? 284 STRATEGY IN THE EMERGING ENTERPRISE:
CASHING OUT 285 WHY ARE THERE SO MANY MERGERS AND ACQUISITIONS? 286
STRATEGY IN DEPTH: EVALUATING THE PERFORMANCE EFFECTS OF ACQUISITIONS
288 MERGERS AND ACQUISITIONS AND SUSTAINED COMPETITIVE ADVANTAGE 289
VALUABLE, RARE, AND PRIVATE ECONOMIES OF SCOPE 290 VALUABLE, RARE, AND
COSTLY-TO-IMITATE ECONOMIES OF SCOPE 291 UNEXPECTED VALUABLE ECONOMIES
OF SCOPE BETWEEN BIDDING AND TARGET FIRMS 292 IMPLICATIONS FOR BIDDING
FIRM MANAGERS 292 IMPLICATIONS FOR TARGET FIRM MANAGERS 297 ORGANIZING
TO IMPLEMENT A MERGER OR ACQUISITION 298 POST-MERGER INTEGRATION AND
IMPLEMENTING A DIVERSIFICATION STRATEGY 298 SPECIAL CHALLENGES IN
POST-MERGER INTEGRATION 298 RESEARCH MADE RELEVANT: THE WEALTH EFFECTS
OF MANAGEMENT RESPONSES TO TAKEOVER ATTEMPTS 299 SUMMARY 303 CHALLENGE
QUESTIONS PROBLEM SET 304 END NOTES 305 304 CHAPTER 11 INTERNATIONAL
STRATEGIES 306 OPENING CASE: THE RUSSIANS ARE COMING 306 STRATEGY IN THE
EMERGING ENTERPRISE: INTERNATIONAL ENTREPRENEURIAL FIRMS: THE CASE OF
LOGITECH 308 THE VALUE OF INTERNATIONAL STRATEGIES 309 TO GAIN ACCESS TO
NEW CUSTOMERS FOR CURRENT PRODUCTS OR SERVICES 310 INTERNATIONALIZATION
AND FIRM REVENUES 310 STRATEGY IN DEPTH: COUNTERTRADE 314
INTERNATIONALIZATION AND PRODUCT LIFE CYCLES 315 INTERNATIONALIZATION
AND COST REDUCTION 316 TO GAIN ACCESS TO LOW-COST FACTORS OF PRODUCTION
RAW MATERIALS 316 LABOR 316 ETHICS AND STRATEGY: THE RACE TO THE BOTTOM
317 TECHNOLOGY 318 TO DEVELOP NEW CORE COMPETENCIES 318 LEARNING FROM
INTERNATIONAL OPERATIONS 319 LEVERAGING NEW CORE COMPETENCIES IN
ADDITIONAL MARKETS 320 TO LEVERAGE CURRENT CORE COMPETENCIES IN NEW WAYS
321 TO MANAGE CORPORATE RISK 321 316 RESEARCH MADE RELEVANT: FAMILY
FIRMS IN THE GLOBAL ECONOMY 322 THE LOCAL RESPONSIVENESS/INTERNATIONAL
INTEGRATION TRADE-OFF 323 THE TRANSNATIONAL STRATEGY 325 FINANCIAL AND
POLITICAL RISKS IN PURSUING INTERNATIONAL STRATEGIES 325 FINANCIAL
RISKS: CURRENCY FLUCTUATION AND INFLATION 325 POLITICAL RISKS 326
RESEARCH ON THE VALUE OF INTERNATIONAL STRATEGIES 328 INTERNATIONAL
STRATEGIES AND SUSTAINED COMPETITIVE ADVANTAGE 328 THE RARITY OF
INTERNATIONAL STRATEGIES 329 THE IMITABILITY OF INTERNATIONAL STRATEGIES
330 THE ORGANIZATION OF INTERNATIONAL STRATEGIES 331 BECOMING
INTERNATIONAL: ORGANIZATIONAL OPTIONS 331 SUMMARY 338 CHALLENGE
QUESTIONS 339 PROBLEM SET 339 END NOTES 340 (CONTENTS END-OF-PART 3
CASES CASE 3-1: EBAY CUSTOMER SUPPORT OUTSOURCING PC 3-1 CASE 3-2:
NUCLEON, INC. PC 3-14 CASE 3-3: COOPER INDUSTRIES CORPORATE STRATEGY
(A) PC 3-24 CASE 3-4: LVMH PC 3-43 CASE 3-5: EXTENDING THE EASY
BUSINESS MODEL PC 3-57 CASE 3-6: BEN & JERRY S*JAPAN PC 3-73 CASE 3-7:
AEGIS ANALYTICAL CORPORATION S STRATEGIC ALLIANCES PC 3-86 CASE 3-8: THE
ACTIVISION BLIZZARD MERGER PC 3-96 APPENDIX: ANALYZING CASES AND
PREPARING FOR CLASS DISCUSSIONS GLOSSARY 347 ILLUSTRATION/PHOTO CREDITS
355 COMPANY INDEX 357 NAME INDEX 361 SUBJECT INDEX 365 343
|
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| genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV035859706 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T22:06:20Z |
| institution | BVB |
| isbn | 0137042876 9780137042876 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-018717591 |
| oclc_num | 297146325 |
| open_access_boolean | |
| owner | DE-1050 DE-19 DE-BY-UBM DE-11 DE-92 DE-473 DE-BY-UBG DE-188 DE-739 |
| owner_facet | DE-1050 DE-19 DE-BY-UBM DE-11 DE-92 DE-473 DE-BY-UBG DE-188 DE-739 |
| physical | XVIII, 378 S. Ill., graph. Darst. |
| publishDate | 2010 |
| publishDateSearch | 2010 |
| publishDateSort | 2010 |
| publisher | 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 3. ed., internat. ed. Upper Saddle River [NJ] ; Munich [u.a.] Prentice Hall 2010 XVIII, 378 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategische Unternehmensplanung stw Strategisches Management stw USA stw Wettbewerbsstrategie stw 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 Wettbewerbsvorteil (DE-588)4219652-8 s DE-188 Hesterly, William S. Verfasser aut GBV Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018717591&sequence=000001&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 Strategische Unternehmensplanung stw Strategisches Management stw USA stw Wettbewerbsstrategie stw 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_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 | Strategische Unternehmensplanung stw Strategisches Management stw USA stw Wettbewerbsstrategie stw 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 | Strategische Unternehmensplanung Strategisches Management USA Wettbewerbsstrategie Strategic planning Case studies Business planning Case studies Industrial management Case studies Competition Case studies Wettbewerbsvorteil Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018717591&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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