Strategic management and competitive advantage: concepts and cases
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow, England
Pearson
[2019]
|
| Ausgabe: | Sixth edition, global edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Enthält Literaturnachweise |
| Beschreibung: | [360], PC3-47, 361-390 Seiten Illustrationen 26 cm |
| ISBN: | 9781292258041 1292258047 |
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Datensatz im Suchindex
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Brief Contents Part 1 : THE TOOLS OF STRATEGIC ANALYSIS chapter 1 chapter 2 chapter 3 What Is Strategy and the Strategic Management Process? 24 Evaluating a Firm's External Environment 48 Evaluating a Firm's Internal Capabilities 84 End-of-Part 1 Cases PC 1-1 Part 2: BUSINESS-LEVEL STRATEGIES Cost Leadership 118 Product Differentiation 146 CHAPTER 6 Flexibility and Real Options 176 CHAPTER 7 Collusion 200 End-of-Part 2 Cases PC 2-1 CHAPTER 4 chapter 5 Part 3: CORPORATE STRATEGIES CHAPTER 8 chapter 9 Vertical Integration 224 Corporate Diversification 250 CHAPTER ю Organizing to Implement Corporate Diversification 278 CHAPTER 11 Strategic Alliances 304 CHAPTER 12 Mergers and Acquisitions 330 End-of-Part 3 Cases PC 3-1 Appendix: Analyzing Cases and Preparing for Class Discussions 361 Glossary 366 Company Index 374 Name Index 377 Subject Index 381 5
Contents Part 1 : THE TOOLS OF STRATEGIC ANALYSIS CHAPTER 1 What Is Strategy and the Strategic Management Process? 24 Go, Pokémon Go 24 Ethics and Strategy: Stockholders Versus Stakeholders 40 Strategy and the Strategic Management Process 26 Defining Strategy 26 The Strategic Management Process 27 What is Competitive Advantage? Emergent Versus Intended Strategies 30 41 Why you Need to Know About Strategy Research Made Relevant: How Sustainable Are Competitive Advantages? 32 Summary 42 44 Challenge Questions 45 Problem Set 45 End Notes 47 The Strategic Management Process, Revisited 32 Measuring Competitive Advantage The Relationship Between Economic and Accounting Performance Measures 41 33 Accounting Measures of Competitive Advantage 33 Strategy in Depth: The Business Model Canvas 34 Economic Measures of Competitive Advantage 38 CHAPTER 2 Evaluating a Firm's External Environment 48 Strategy in Depth: Network and Empty Core Industries 70 How Attractive is the Music Streaming Industry? 48 Understanding a Firm's General Environment 50 The Structure-Conduct-Performance Model of Firm Performance 54 Ethics and Strategy: Is a Firm Gaining a Competitive Advantage Good for Society? 54 A Model of Environmental Threats 56 Threat from New Competition 56 Strategy in Depth: Environmental Threats and the S-C-P Model 57 Another Environmental Force: Complements 67 Industry Structure and Environmental Opportunities 68 Opportunities in Fragmented Industries: Consolidation 71 Opportunities in Emerging Industries: First-Mover Advantages 72 Opportunities in Mature Industries: Product Refinement,
Service, and Process Innovation 74 Opportunities in Declining Industries: Leadership, Niche, Harvest, and Divestment 76 Summary 79 Challenge Questions 80 Problem Set 81 End Notes 82 Research Made Relevant: The Impact of Industry and Firm Characteristics on Firm Performance 69 7
8 Contents CHAPTER 3 Evaluating a Firm's Internal Capabilities 84 When a Noun Becomes a Verb 84 The Resource-Based View of the Firm 86 What Are Resources and Capabilities? 86 Critical Assumptions of the Resource-Based View 87 Strategy in Depth: Ricardian Economics and the Resource-Based View 88 The VRIO Framework 89 The Question of Value 90 Ethics and Strategy: Externalities and the Broader Consequences of Profit Maximization 91 The Question of Rarity 93 The Question of Imitability 95 The Question of Organization 99 Research Made Relevant: Strategic Human Resource Management Research 100 Applying the VRIO Framework Imitation and Competitive Dynamics in an Industry 105 Not Responding to Another Firm's Competitive Advantage 106 Changing Tactics in Response to Another Firm's Competitive Advantage 106 Changing Strategies in Response to Another Firm's Competitive Advantage 107 Implications of the Resource-Based View 108 Where Does the Responsibility for Competitive Advantage in a Firm Reside? 108 Competitive Parity and Competitive Advantage Difficult-to-Implement Strategies 110 Socially Complex Resources 111 The Role of Organization 111 110 Summary 112 102 Applying the VRIO Framework to Southwest Airlines 103 Southwest’s People-Management and Competitive Advantage 104 Challenge Questions Problem Set 114 End Notes 115 113 End-of-Part 1 Cases Case 1-1: Can SodaStream Disrupt the Carbonated Soft Drink Market? PC 1-1 Case 1-2: True Religion Jeans: Flash in the Pants or Enduring Brand? PC 1-11 Case 1-3: Walmart Stores, Inc. PC 1-26 Case 1-4: Harlequin Enterprises: The Mira Decision
PC 1-39 Part 2: BUSINESS-LEVEL STRATEGIES CHAPTER 4 Cost Leadership 118 Brathwait: A Transparent Watchmaker What is Business-Level Strategy? What is Cost Leadership? 118 120 120 Ethics and Strategy: The Race to the Bottom The Value of Cost Leadership 130 131 Cost Leadership and Environmental Threats 131 Sources of Cost Advantages 120 Strategy in Depth: The Economics of Cost Leadership Strategy in Depth: Determining the Optimal Level of Production in an Industry 124 Research Made Relevant: How Valuable Is Market Share—Really? 128 Cost Leadership and Sustained Competitive Advantage 133 The Rarity of Sources of Cost Advantage 134 The Imitability of Sources of Cost Advantage 135 132
Contents Organizing to Implement Cost Leadership 139 Summary Organizational Structure in Implementing Cost Leadership 139 CHAPTER 5 Product Differentiation Who Is Victoria, and What Is Her Secret? What is Product Differentiation? 146 146 Organizing to implement Product Differentiation 165 Bases of Product Differentiation 149 Research Made Relevant: Discovering the Bases of Product Differentiation 151 Product Differentiation and Creativity 154 155 Product Differentiation and Environmental Threats 155 Strategy in Depth: The Economics of Product Differentiation 156 Product Differentiation and Environmental Opportunities 157 Ethics and Strategy: Product Claims and the Ethical Dilemmas in Health Care 158 Product Differentiation and Sustained Competitive Advantage 159 Rare Bases for Product Differentiation 159 The Imitability of Product Differentiation 159 CHAPTER 6 Flexibility and Real Options Why Is Netflix called Netflix? What is Strategic Flexibility? Organizational Structure and Implementing Product Differentiation 165 Management Controls and Implementing Product Differentiation 166 Strategy in Depth: Going in Search of Blue Oceans 167 Compensation Policies and Implementing Product Differentiation Strategies 169 Can Firms Implement Product Differentiation and Cost Leadership Simultaneously? 170 No: These Strategies Cannot Be Implemented Simultaneously 170 Yes: These Strategies Can Be Implemented Simultaneously 171 Summary 172 Challenge Questions 173 Problem Set 174 End Notes 175 176 Strategic Flexibility and Sustained Competitive Advantage 194 176 178 Rare and Costly-to-
Imitate Flexibility 194 Types of Flexibility 178 The Value of Strategic Flexibility 142 Challenge Questions 143 Problem Set 144 End Notes 145 148 The Value of Product Differentiation 9 180 Incorporating Risk in Strategic Decision Making 181 Limitations of Risk Based Decision Making Under Uncertainty 181 Valuing Flexibility 182 Strategy in Depth: The Black-Scholes Model for Valuing Financial Options 183 Research Made Relevant: The Value of Real Options Thinking 191 Organizing to Implement Strategic Flexibility Ethics and Strategy Feature: Treating Employees as Flexible Assets 196 Summary 197 Challenge Questions 197 Problem Set 198 End Notes 199 195
10 Contents CHAPTER 7 Collusion 200 A Gas Station Conundrum 200 What is Collusion? 202 Ethics and Strategy Feature: The Ethics of Collusion 203 The Value of Collusion 204 Colluding to Reduce the Threat of New Competitors 204 Colluding to Reduce the Threat of Current Competitors 205 Strategy in Depth: How Colluding Firms Generate Economic Profits 205 Colluding to Reduce Other Competitive Threats 206 Collusion and Sustained Competitive Advantage 206 Ways Firms Can Cheat on Collusive Agreements 207 Explicit and Tacit Collusion 211 Industry Attributes and the Threat of Cheating 211 Research Made Relevant: Sending Signals to Maintain Collusion 212 Rarity and Costly to Imitate Collusion Strategies 218 Organizing to Implement Tacit Collusion 219 Organizational Efficiency 219 Organizational· Self-Discipline 220 Summary 220 Challenge Questions 221 Problem Set 221 End Notes 222 End-of-Part 2 Cases Case 2-1 : McDonald's: Comeback in the U.S. Burger Market? PC 2-1 Case 2-2: The Levi's Personal Pair Proposal PC 2-7 Case 2-3: Papa John's International, Inc.: Growth Challenges PC 2-17 Case 2-4: Ryanair—The Low Fares Airline PC 2-24 Case 2-5: Torrey Nano, Inc. PC 2-48 Case 2-6: Collusion in Major League Baseball PC 2-52 Part 3: CORPORATE STRATEGIES CHAPTER 8 Vertical Integration 224 Outsourcing Services 224 What Is Corporate Strategy? 226 What Is Vertical Integration? 226 The Value of Vertical Integration The Rarity of Vertical Integration 237 Ethics and Strategy: The Ethics of Outsourcing 238 The Imitability of Vertical Integration 239 227 Strategy in Depth: Measuring Vertical Integration
228 Vertical Integration and the Threat of Opportunism 229 Vertical Integration and Firm Capabilities 231 Vertical Integration and Flexibility 232 Applying the Theories to the Management of Call Centers 234 Research Made Relevant: Empirical Tests of Theories of Vertical Integration 234 Integrating Different Theories of Vertical Integration 236 Vertical Integration and Sustained Competitive Advantage 237 Organizing to Implement Vertical Integration 240 Organizational Structure and Implementing Vertical Integration 240 Management Controls and Implementing Vertical Integration 241 Compensation in Implementing Vertical Integration Strategies 243 Summary 245 Challenge Questions 246 Problem Set 247 End Notes 248
Contents CHAPTER 11 9 Corporate Diversification 250 Diversifying with a Core Mission 250 What is Corporate Diversification? Ethics and Strategy: Globalization and the Threat of the Multinational Firm 270 252 Corporate Diversification and Sustained Competitive Advantage 271 Types of Corporate Diversification 253 Limited Corporate Diversification 253 Related Corporate Diversification 254 Unrelated Corporate Diversification 255 The Value of Corporate Diversification The Rarity of Diversification 271 255 What Are Valuable Economies of Scope? 255 Research Made Relevant: How Valuable Are Economies of Scope? 256 Can Equity Holders Realize These Economies of Scope on Their Own? 269 CHAPTER 10 The Imitability of Diversification 273 Summary 274 Challenge Questions 275 Problem Set 275 End Notes 276 Organizing to Implement Corporate Diversification 278 Is It Soup Yet? 278 Organizational Structure and Implementing Corporate Diversification 280 The Board of Directors 281 Strategy in Depth: Agency Conflicts Between Managers and Equity Holders 283 Research Made Relevant: The Effectiveness of Boards of Directors 284 Institutional Owners 285 The Senior Executive 286 Corporate Staff 287 Division General Manager 289 Shared Activity Managers 290 CHAPTER 11 Strategy in Depth: Risk-Reducing Diversification and a Firm's Other Stakeholders 271 Evaluating Divisional Performance 292 Allocating Corporate Capital 295 Transferring Intermediate Products 296 Compensation Policies and Implementing Corporate Diversification 299 Ethics and Strategy: Do CEOs Get Paid Too Much? Summary 300 300 Challenge
Questions 301 Problem Set 301 End Notes 303 Strategic Alliances Alliances Between Chinese and Ա.Տ. Firms What is a Strategic Alliance? Management Controls and Implementing Corporate Diversification 292 304 304 306 How do Strategic Alliances Create Value? 307 Strategic Alliance Opportunities 307 Strategy in Depth: Winning Learning Races 309 Research Made Relevant: Do Strategic Alliances Facilitate Tacit Collusion? 312 Alliance Threats: Incentives to Cheat on Strategic Alliances 314 Adverse Selection 315 Moral Hazard 315 Holdup 316 Ethics and Strategy: When It Comes to Alliances, Do “Cheaters Never Prosper"? 317 Strategic Alliances and Sustained Competitive Advantage 318 The Rarity of Strategic Alliances 318 The Imitability of Strategic Alliances 319 Organizing to Implement Strategic Alliances Explicit Contracts and Legal Sanctions 322 Equity Investments 323 Firm Reputations 324 Joint Ventures 325 Trust 326 Summary 326 Challenge Questions 327 Problem Set 327 End Notes 328 322
12 Contents CHAPTER 12 Mergers and Acquisitions 330 The Travails of Technology Acquisitions 330 Ethics and Strategy: Is Greed Good? 332 What Are Mergers and Acquisitions? 333 The Value of Mergers and Acquisitions 334 Mergers and Acquisitions: No Economies of Scope 334 Mergers and Acquisitions: When Economies of Scope Exist 335 Returns to Mergers and Acquisitions: Research Results 339 Strategy in Depth: Evaluating the Performance Effects of Acquisitions 339 Why Are There So Many Mergers and Acquisitions? 340 Mergers and Acquisitions and Sustained Competitive Advantage 343 Unexpected Valuable Economies of Scope Between Bidding and Target Firms 345 Implications for Bidding Firm Managers 346 Implications for Target Firm Managers 350 Research Made Relevant: The Wealth Effects of Management Responses to Takeover Attempts 351 Organizing to Implement a Merger or Acquisition 354 Post-Merger Integration and Implementing a Diversification Strategy 354 Special Challenges in Post-Merger Integration 355 Summary 3S7 Challenge Questions Problem Set 358 End Notes 359 357 Valuable, Rare, and Private Economies of Scope 343 Valuable, Rare, and Costly-to-Imitate Economies of Scope 344 End-of-Part 3 Cases Case 3-1 : National Hockey League Enterprises Canada: A Retail Proposal PC 3-1 Case 3-2: Starbucks: An Alex Poole Strategy Case PC 3-6 Case 3-3: Rayovac Corporation: International Growth and Diversification Through Acquisitions PC 3-19 Glossary 366 Company Index 374 Name Index 377 Subject Index 381 Case 3-4: Aegis Analytical Corporation's Strategic Alliances PC 3-31 Case 3-5: Activision's Crush
on Mobile Gaming PC 3-41 |
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| spelling | Barney, Jay B. Verfasser (DE-588)123872200 aut Strategic management and competitive advantage concepts and cases Jay B. Barney, William S. Hesterly Sixth edition, global edition Harlow, England Pearson [2019] [360], PC3-47, 361-390 Seiten Illustrationen 26 cm txt rdacontent n rdamedia nc rdacarrier Enthält Literaturnachweise 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 Strategic planning Business planning Industrial management Competition (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s Wettbewerbsvorteil (DE-588)4219652-8 s DE-604 Hesterly, William S. Verfasser (DE-588)171778413 aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030635514&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Strategic management and competitive advantage concepts and cases |
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| 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 |
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