Strategic management and competitive advantage: concepts
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston, Mass. [u.a.]
Pearson
2012
|
| Ausgabe: | 4. ed., internat. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis Inhaltsverzeichnis |
| Beschreibung: | Achtung: Dieses Buch enthält nur "Concepts". Erweiterte Ausgabe u.d.T.: Concepts and Cases. - Includes bibliographical references and index |
| Beschreibung: | 395 S. Ill., graph. Darst. |
| ISBN: | 9780132560443 0132560453 9780132560450 |
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Datensatz im Suchindex
| _version_ | 1804148940597100544 |
|---|---|
| adam_text | Titel: Strategic management and competitive advantage
Autor: Barney, Jay B
Jahr: 2012
Driet L^ontent
ff .w!
Part 1: I PI I C ( i S ol 51 P i I GK AMAIVSIS
chapter 1 What Is Strategy and the Strategie Management Process? 20
chapter 2 Evaluating a Firm s External Environment 46
chapter 3 Evaluating a Firm s Internal Capabilities 82
Part2: PUSIMI SS4 IrVf I 5I RA! TGif 5
chapter 4 CostLeadership 120
CHAPTER 5 Product Differentiation 148
Part 3: CORPORATE STRATEGIE
chapter 6 VerticalIntegration 180
CHAPTER 7 CorporateDiversification 206
CHAPTER 8 Organizing to Implement Corporate Diversification 238
CHAPTER 9 Strategie Alliances 266
CHAPTER 10 Mergers and Acquisitions 294
CHAPTER 11 International Strategies 324
Appendix: Analyzing Cases and Preparing for Class Discussions 361
Glossary 365
Company Index 373
Name Index 377
Subject Index 381
vvontentj
Part 1: TRI: TOOLS of STRATEGIC ANAIYSLS ^L
CHAPTER i What Is Strategy and the Strategie Management Process? 20
Opening Case: The Music Download Industry 20 The Relationship Between Economic and Accounting
Strategy and the Strategie Management Process 22 Performance Measures 37
Defining Strategy 22 Emergent Versus Intended Strategies 38
The Strategie Management Process 22 Ethics and Strategy: Stockholders Versus Stakeholders 39
What Is Competitive Advantage? 28
Strategy in the Emerging Enterprise: Emergent Strategies
Research Made Relevant: How Sustainable Are and Entrepreneurship 40
Competitive Advantages? 30 Why You Need to Know About Strategy 41
The Strategie Management Process, Revisited 31 Summary 42
Measuring Competitive Advantage 31 Challenge Questions 44
Accounting Measures of Competitive Advantage 31 Problem Set 44
Economic Measures of Competitive Advantage 35 End Notes 45
Strategy in Depth: Estimating a Firm s Weighted Average
Cost of Capital 36
CHAPTER 2 EvaluatingaFirm sExternalEnvironment 46
Opening Case: Competing College? 46 Research Made Relevant: The Impact of Industry
Understandinga Firm s General Environment 48 and Firm Characteristics on Firm Performance 67
The Structure-Conduct-Performance Model of Firm Industry Structure and Environmental
Performance 51 Opportunities 68
Ethics and Strategy: Is a Firm Gaining a Competitive Opportunities in Fragmented Industries:
Advantage Goodfor Society? 52 Consohdaüon 68
Opportunities in Emerging Industries: First-Mover
The Five Forces Model of Environmental Advantages 69
Threats 53 Opportunities in Mature Industries: Product
The Threat of Entry 54 Refinement, Service, and Process Innovation 71
Strategy in Depth: The Five Forces Framework Strategy in the Emerging Enterprise: Microsoft
and the S-C-P Model 55 GrowsUp 73
The Threat of Rivalry 60 Opportunities in Declining Industries: Leadership,
The Threat of Substitutes 61 Niche, Harvest, and Divestment 74
The Threat of Powerful Suppliers 62
The Threat of Powerful Buyers 64 Summary 77
The Five Forces Model and Average Industry Challenge Questions 79
Performance 65 Problem Set 79
Another Environmental Force: Complementors 66 End Notes 80
8 L^ontents
CHAPTER 3 Evaluating a Firm s Internal Capabilities 82
Opening Case: Has eBay Lost Its Way? 82 Imitation and Competitive Dynamics
The Resource-Based View ofthe Firm 84 in an Industry 105
What Are Resources and Capabilities? 84 Not Responding to Another Firm s Competitive
Critical Assumptions of the Resource-Based View 85 Advantage 105
Strategy in Depth: Ricardian Economics and the Changing Tactics in Response to Another Firm s
Resource-Based View 86 Competitive Advantage 107
Changing Strategies in Response to Another Firm s
Competitive Advantage 108
The VRIO Framework 86
The Question of Value 87
Strategy in the Emerging Enterprise: Are Business Implications of the Resource-Based View 109
Plans Goodfor Entrepreneurs? 89 Where Does the Responsibility for Competitive
Ethics and Strategy: Externalities and the Broader Advantage in a Firm Reside? 110
Consequencesof Profit Maximization 91 Competitive Parity and Competitive Advantage 110
The Question ofRarity 93 Difficult-to-Implement Strategies 111
The Question of Imitability 94 Socially Complex Resources 112
The Question of Organization 99 The Role of Organization 112
Research Made Relevant: Strategie Human Resource Summary 113
Management Research 100 Challenge Questions 115
Applying the VRIO Framework 101 Problem Set 115
Applying the VRIO Framework to Southwest End Notes 116
Airlines 103
Part 2: BUS1MPSSTT VIT STPAIT Gif S
chapter 4 CostLeadership 120
Opening Case: The World s Lowest-Cost Airline 120 Cost Leadership and Sustained Competitive
What Is Business-Level Strategy? 122 Advantage 134
.,,. ... _ xl . ... ,- The Rarity of Sources of Cost Advantage 134
What Is Cost Leadership? 122 T . .,. , r ^ , . , b L .~,
c c^ . a j r 1™ The Imitability of Sources of Cost Advantage 136
Sources of Cost Advantages 122 _. x . _,,} r . _ x . , rZu™A a *-
d 1 a* j D / Tu t/7 1.7 r » 1 , Strategy in the Emerging Enterprise: The Oakland As.
Research Made Relevant: How Valuable Is Market T .¦ »7 T*7 : m n *¦*• n»cah*n 140
, _ n? 17q Inventing a New Way to Play Competitive Baseball iw
Ethics and Strategy: The Race to the Bottom 131 Organizing to Implement Cost Leadership 141
The Value of Cost Leadership 131 ^g^1 ^cture in ImPlementing Cost
Cost Leadership and the Threat of Entry 132 ,, ^ , . T , ~ t
Cost Leadership and the Threat of Rivairy 132 ™!ZsM T43 ^^^^
Cost Leadership and the Threat of Substitutes 132 ~ GT . ^ ,. . JT , .. /- of
n ,T , ,. ,,, L , .. CompensationPohciesandImplementingCost
Cost Leadership and the Threat of Powerful T , , • o. . ., ,.
Suppliers 132 Leadership Strategies 144
Strategy in Depth: The Economics of Cost Summary 144
Leadership 133 Challenge Questions 146
Cost Leadership and the Threat of Powerful Problem Set 146
Buyers 134 End Notes 147
Contfiiits 9
chapter 5 Product Differentiation 148
Opening Case: Who Is Victoria, and What Is Her Organizing to Implement Product Differentiation 167
Secret? 148 Organizational Structure and Implementing Product
What Is Product Differentiation? 150 Differentiation 168
Bases of Product Differentiation 151 Management Controls and Implementing Product
Research Made Relevant: Discovering the Bases Differentiation 168
of Product Differentiation 153 Strategy in the Emerging Enterprise: Can Only Small
Firms Be Innovative? 169
Compensation Policies and Implementing Product
Differentiation Strategies 172
Can Firms Implement Product Differentiation and Cost
Leadership Simultaneously? 172
Product Differentiation and Creativity 157
The Value of Product Differentiation 157
Product Differentiation and Environmental Threats 157
Strategy in Depth: The Economics of Product
Differentiation 158
Product Differentiation and Environmental No: ^^ Strategies Cannot Be Implemented
Opportunities 159 Simultaneously 173
Yes: These Strategies Can Be Implemented
Product Differentiation and Sustained Competitive Simultaneously 174
Advantage 160
Rare Bases for Product Differentiation 160 Summary 175
Ethics and Strategy: Product Claims and the Ethical Challenge Questions 177
Dilemmas in Health Care 161 Problem Set 177
The Imitability of Product Differentiation 162 End Notes 178
PaPt 3: CORPORATE STRATEGIES
CHAPTER 6 VerticalIntegration 180
Opening Case: Outsourcing Research 180 The Rarity of Vertical Integration 193
What Is Corporate Strategy? 182 hicTs flMf f *ate : The ffics °f 0utsou™ng 193
What Is Vertical Integration? 182
The Imitability of Vertical Integration 195
Organizing to Implement Vertical Integration 196
The Value of Vertical Integration 183 Organizational Structure and Implementing Vertical
Strategy in Depth: Measuring Vertical Integration 184 Integration 196
Vertical Integration and the Threat of Opportunism 185 strategy in the Emerging Enterprise: Oprah, Inc. 197
Vertical Integration and Firm Capabilities 187 Management Controls and Implementing Vertical
Vertical Integration and Flexibility 188 Integration 198
Applying the Theories to the Management of Call Compensation in Implementing Vertical Integration
Centers 189 Strategies 199
Research Made Relevant: Empirical Tests of Theories
of Vertical Integration 190 Summary 202
Integrating Different Theories of Vertical Integration 192 Challenge Questions 204
.. . .. • .., . • j^ *•.• Problem Set 204
Vertical Integration and Sustained Competitive
Advantage 192
IC v_entents
chapter 7 Corporate Diversification 206
Opening Case: The Worldwide Leader 206 Ethics and Strategy: Globalization and the Threat
What Is Corporate Diversification? 208 of the Multinational Firm 228
Types of Corporate Diversification 208 Corporate Diversification and Sustained Competitive
Limited Corporate Diversification 208 Advantage 229
Related Corporate Diversification 209 Strategy in Depth: Risk-Reducing Diversification
Unrelated Corporate Diversification 211 and a Firm s Other Stakeholders 230
The Value of Corporate Diversification 211 The Rarity of Diversification 231
What Are Valuable Economies of Scope? 211 The Imitability of Diversification 232
Research Made Relevant: How Valuable Are Economies Summary 233
of Scope, on Average? 212 Challenge Questions 235
Strategy in the Emerging Enterprise: Gore-Tex and Guitar Problem Set 235
Strings 219 End Notes 236
Can Equity Holders Realize These Economies of Scope
on Their Own? 227
chapter 8 Organizing to Implement Corporate Diversification 238
Opening Case: Tyco Ten Years On 238 Allocating Corporate Capital 255
Organizational Structure and Implementing Corporate Transferring Intermediäre Products 256
Diversification 240 Strategy in the Emerging Enterprise: Transforming Big
The Board ofDirectors 241 Business into Entrepreneurship 259
Strategy in Depth: Agency Conflicts Between Managers Compensation Policies and Implementing Corporate
and Equity Holders 243 Diversification 260
Research Made Relevant: The Effectiveness of Boards Ethics and Strategy: CEO Compensation and the Credit
ofDirectors 244 Crisisof2008 260
Institutional Owners 245
The Senior Executive 246 rT^ n , ,«
Corporate Staff 247 Chal enge Questions 263
Division General Manager 249
Shared Activity Managers 250
Management Controls and Implementing Corporate
Diversification 251
Evaluating Divisional Performance 252
Problem Set 263
End Notes 264
v^onunts 11
CHAPTER 9 StrategieAlliances 266
Opening Case: Who Makes Video Games? 266 The Imitability of Strategie Alliances 281
What Is a Strategie Alliance? 268 Ethics and Strategy: When It Comes to Alliances, Do
Cheaters Neuer Prosper ? 282
How Do Strategie Alliances Create Value? 269
Strategie Alliance Opportunities 269 Organizing to Implement Strategie Alliances 285
Strategy in Depth: Winning Learning Races 272 Explicit Contracts and Legal Sanctions 285
Research Made Relevant: Do Strategie Alliances E1ulty Investments 286
FacilitateTacitCollusion? 275 Firm Reputations 288
Joint Ventures 289
Alliance Threats: Incentives to Cheat on Strategie Trust 289
Alliances 276
Adverse Selection 276 Summary 290
Moral Hazard 277 Challenge Questions 291
Holdup 278 Problem Set 291
Strategy in the Emerging Enterprise: Disney and Pixar 279 End Notes 292
Strategie Alliances and Sustained Competitive
Advantage 280
The Rarity of Strategie Alliances 280
CHAPTER 10 Mergers and Acquisitions 294
Opening Case: A Merger Mystery 294 Unexpected Valuable Economies of Scope Between
What Are Mergers and Acquisitions? 296 Bidding and Target Firms 310
Implications for Bidding Firm Managers 310
The Value of Mergers and Acquisitions 297 Implications for Target Firm Managers 315
Mergers and Acquisitions: The Unrelated Case 297
Mergers and Acquisitions: The Related Case 298 Organizing to Implement a Merger or Acquisition 316
Post-Merger Integration and Implementing
What Does Research Say About Returns to Mergers a Diversification strategy 316
and Acquisitions? 302 Special Challenges in Post-Merger Integration 316
Strategy in the Emerging Enterprise: Cashing Out 303 Research Made Relevant: The Wealth Effects of
Why Are There So Many Mergers and Management Responses to Takeover Attempts 317
Acquisitions? 304
Strategy in Depth: Evaluating the Performance Effects Summary 321
of Acquisitions 306 Challenge Questions 322
. .^. . _ . .,. »... Problem Set 322
Mergers and Acquisitions and Sustained Competitive
Advantage 307
Valuable, Rare, and Private Economies of Scope 308
Valuable, Rare, and Costly-to-Imitate Economies
of Scope 309
12 Clements
chapter n International Strategies 324
Opening Case: The Russians Are Coming 324 Research Made Relevant: Family Firms in the Global
Strategy in the Emerging Enterprise: International Economy 340
The Local Responsiveness/International Integration
Entrepreneurial Firms: The Case of Logitech 326
The Value of International Strategies 327 Trade-Off 341
To Gain Access to New Customers for Current Products The Transnational Strategy 343
or Services 328 Financial and Political Risks in Pursuing International
Internationalization and Firm Revenues 328 Strateaies 343
Strategy in Depth: Countertrade 332 Financial Risks: Currency Fluctuation and Inflation 343
Internationalization and Product Life Cycles 333 Political Risks 344
Internationalization and Cost Reduction 334
Research on the Value of International Strategies 346
To Gain Access to Low-Cost Factors of Production 334
Raw Materials 334 International Strategies and Sustained Competitive
Labor 334 Advantage 346
Ethics and Strategy: The Raceto the Bottom 335 The Rarity of International Strategies 347
Technoloev 336 The Imitability of International Strategies 348
ToDevelop New Core Competencies 336 The Organization of International Strategies 349
Learning from International Operations 337 Becoming International: Organizational Options 349
Leveraging New Core Competencies in Additional Summary 355
Markets 338 Challenge Questions 357
To Leverage Current Core Competencies Problem Set 357
inNewWays 339 End Notes 358
To Manage Corporate Risk 339
Appendix: Analyzing Cases and Preparing for Class Discussions 361
Glossary 365
Company Index 373
Name Index 377
Subject Index 381
|
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| edition | 4. ed., internat. ed. |
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| isbn | 9780132560443 0132560453 9780132560450 |
| language | English |
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| spelling | Barney, Jay B. Verfasser (DE-588)123872200 aut Strategic management and competitive advantage concepts Jay B. Barney ; William S. Hesterly 4. ed., internat. ed. Boston, Mass. [u.a.] Pearson 2012 395 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Achtung: Dieses Buch enthält nur "Concepts". Erweiterte Ausgabe u.d.T.: Concepts and Cases. - Includes bibliographical references and index Wettbewerbsvorteil (DE-588)4219652-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s Wettbewerbsvorteil (DE-588)4219652-8 s 1\p DE-604 Hesterly, William S. Verfasser (DE-588)171778413 aut DE-601 pdf/application http://www.gbv.de/dms/zbw/656216956.pdf Inhaltsverzeichnis HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024822135&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Barney, Jay B. Hesterly, William S. Strategic management and competitive advantage concepts Wettbewerbsvorteil (DE-588)4219652-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4219652-8 (DE-588)4124261-0 (DE-588)4123623-3 |
| title | Strategic management and competitive advantage concepts |
| title_auth | Strategic management and competitive advantage concepts |
| title_exact_search | Strategic management and competitive advantage concepts |
| title_full | Strategic management and competitive advantage concepts Jay B. Barney ; William S. Hesterly |
| title_fullStr | Strategic management and competitive advantage concepts Jay B. Barney ; William S. Hesterly |
| title_full_unstemmed | Strategic management and competitive advantage concepts Jay B. Barney ; William S. Hesterly |
| title_short | Strategic management and competitive advantage |
| title_sort | strategic management and competitive advantage concepts |
| title_sub | concepts |
| topic | Wettbewerbsvorteil (DE-588)4219652-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Wettbewerbsvorteil Strategisches Management Lehrbuch |
| url | http://www.gbv.de/dms/zbw/656216956.pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024822135&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT barneyjayb strategicmanagementandcompetitiveadvantageconcepts AT hesterlywilliams strategicmanagementandcompetitiveadvantageconcepts |
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