35986841_10216840653711318_1105697261150535680_n

Strategic management : text and cases / Gregory G. Dess [and others]

By: Dess, Gregory G
Contributor(s): Dess, Gregory G
Material type: TextTextPublisher: New York : McGraw-Hill/Irwin, ℗♭2012Edition: 6th edDescription: 1 volume (various pagings) : color illustrations ; 26 cmContent type: text Media type: unmediated Carrier type: volumeISBN: 9780078029318; 0078029317; 9780071317047; 007131704XSubject(s): Strategic planningDDC classification: 658.4012 LOC classification: HD30.28 | .D4746 2012Online resources: Table of contents
Contents:
Machine generated contents note: pt. 1 Strategic Analysis -- ch. 1 Strategic Management: Creating Competitive Advantages -- Strategy Spotlight 1.1 How CEO George Buckley Turned Around 3M -- What Is Strategic Management? -- Defining Strategic Management -- The Four Key Attributes of Strategic Management -- The Strategic Management Process -- Strategy Spotlight 1.2 Ambidextrous Behaviors -- Combining Alignment and Adaptability -- Intended versus Realized Strategies -- Strategy Analysis -- Strategy Formulation -- Strategy Implementation -- The Role of Corporate Governance and Stakeholder Management -- Alternative Perspectives of Stakeholder Management -- Strategy Spotlight 1.3 NGOs: A Key Stakeholder Group -- Strategy Spotlight 1.4 How Goldcorp Used Crowdsourcing to Strike Gold! -- Social Responsibility and Environmental Sustainability: Moving beyond the Immediate Stakeholders -- The Strategic Management Perspective: An Imperative throughout the Organization
Contents note continued: Strategy Spotlight 1.5 Socially Responsible Investing (SRI): Can You Do Well by Doing Good? -- Ensuring Coherence in Strategic Direction -- Organizational Vision -- Strategy Spotlight 1.6 Strategy and the Value of Inexperience -- Mission Statements -- Strategic Objectives -- Strategy Spotlight 1.7 How the James Irvine Foundation Redefined Its Mission -- Summary -- ch. 2 Analyzing the External Environment of the Firm -- Creating the Environmentally Aware Organization -- The Role of Scanning, Monitoring, Competitive Intelligence, and Forecasting -- Strategy Spotlight 2.1 How Zara, a Spanish Retailer, Spots Opportunities -- Strategy Spotlight 2.2 Ethical Guidelines on Competitive Intelligence: United Technologies -- Strategy Spotlight 2.3 Scenario Planning at PPG -- SWOT Analysis -- The General Environment -- The Demographic Segment -- Strategy Spotlight 2.4 China's Growing Middle Class Helps Cargo Carriers Rebound from the Recession
Contents note continued: The Sociocultural Segment -- The Political/Legal Segment -- The Technological Segment -- Strategy Spotlight 2.5 How Microsoft "Gets Around" H-1B Visa Restrictions -- The Economic Segment -- The Global Segment -- Relationships among Elements of the General Environment -- Strategy Spotlight 2.6 The Internet and Digital Technologies: Affecting Many Environmental Segments -- The Competitive Environment -- Porter's Five-Forces Model of Industry Competition -- Strategy Spotlight 2.7 Tuition Increases: Sometimes Students Have Low Bargaining Power -- Strategy Spotlight 2.8 The Growing Viability of Renewable Resources as Substitutes for Fossil Fuels -- How the Internet and Digital Technologies Are Affecting the Five Competitive Forces -- Strategy Spotlight 2.9 Buyer Power in the Book Industry: The Role of the Internet -- Using Industry Analysis: A Few Caveats -- Strategic Groups within Industries
Contents note continued: Strategy Spotlight 2.10 Apple's iPod: Relationships with Its Complementors -- Summary -- ch. 3 Assessing the Internal Environment of the Firm -- Value-Chain Analysis -- Strategy Spotlight 3.1 The Limitations of SWOT Analysis -- Primary Activities -- Strategy Spotlight 3.2 Security Risks in Mexico Have Led to Higher Shipping Costs -- Support Activities -- Strategy Spotlight 3.3 Crowdsourcing: RYZ's Potential Customers Become Its Marketing and Design Staff -- Strategy Spotlight 3.4 Removing Individual Metrics in Performance Evaluations -- Interrelationships among Value-Chain Activities within and across Organizations -- The "Prosumer" Concept: Integrating Customers into the Value Chain -- Strategy Spotlight 3.5 Timberland's Detoxification Initiative -- Applying the Value Chain to Service Organizations -- Resource-Based View of the Firm -- Types of Firm Resources -- Firm Resources and Sustainable Competitive Advantages
Contents note continued: Strategy Spotlight 3.6 Blogs, Social Networking Sites, and Corporate Reputations: A Lethal Combination? -- Strategy Spotlight 3.7 Amazon Prime: Very Difficult for Rivals to Copy -- Strategy Spotlight 3.8 How a Chinese Beverage Company Succeeded by Creating Close Partnerships with Its Distributors -- The Generation and Distribution of a Firm's Profits: Extending the Resource-Based View of the Firm -- Evaluating Firm Performance: Two Approaches -- Financial Ratio A nalysis -- Integrating Financial Analysis and Stakeholder Perspectives: The Balanced Scorecard -- Summary -- Appendix to Chapter 3 How the Internet and Digital Technologies Add Value -- ch. 4 Recognizing a Firm's Intellectual Assets: Moving beyond a Firm's Tangible Resources -- The Central Role of Knowledge in Today's Economy -- Human Capital: The Foundation of Intellectual Capital -- Attracting Human Capital -- Strategy Spotlight 4.1 Going "Green" Helps Attract Talent
Contents note continued: Developing Human Capital -- Strategy Spotlight 4.2 Time Warner's Reverse Mentoring Program -- Retaining Human Capital -- Enhancing Human Capital: The Role of Diversity in the Workforce -- The Vital Role of Social Capital -- How Social Capital Helps Attract and Retain Talent -- Social Networks: Implications for Knowledge Management and Career Success -- Strategy Spotlight 4.3 Don't Go Away Mad ... Now You Are a Valued Alum! -- Strategy Spotlight 4.4 Picasso versus van Gogh: Who Was More Successful and Why? -- The Potential Downside of Social Capital -- Strategy Spotlight 4.5 Developing Social Capital: Do Women and Men Differ? -- Using Technology to Leverage Human Capital and Knowledge -- Using Networks to Share Information -- Electronic Teams: Using Technology to Enhance Collaboration -- Codifying Knowledge for Competitive Advantage -- Strategy Spotlight 4.6 Videoconferencing: Allowing Employees to Communicate Face-to-Face over Long Di stances
Contents note continued: Strategy Spotlight 4.7 Crowdsourcing: How SAP Taps Knowledge Well beyond Its Boundaries -- Protecting the Intellectual Assets of the Organization: Intellectual Property and Dynamic Capabilities -- Intellectual Property Rights -- Dynamic Capabilities -- Strategy Spotlight 4.8 Research in Motion, Maker of the BlackBerry, Loses an Intellectual Property Lawsuit -- Summary -- pt. 2 Strategic Formulation -- ch. 5 Business-Level Strategy: Creating and Sustaining Competitive Advantages -- Types of Competitive Advantage and Sustainability -- Overall Cost Leadership -- Strategy Spotlight 5.1 The Experience Curve -- Strategy Spotlight 5.2 Ryanair: A Highly Effective Overall Cost Leadership Strategy -- Differentiation -- Strategy Spotlight 5.3 Crowdsourcing: How Netflix Boosts Its Differentiation -- Focus -- Strategy Spotlight 5.4 If You Can't Afford an Extremely Expensive Car You Can Rent One
Contents note continued: Combination Strategies: Integrating Overall Low Cost and Differentiation -- Can Competitive Strategies Be Sustained? Integrating and Applying Strategic Management Concepts -- Atlas Door: A Case Example -- Are Atlas Door's Competitive Advantages Sustainable? -- How the Internet and Digital Technologies Affect the Competitive Strategies -- Overall Cost Leadership -- Differentiation -- Focus -- Are Combination Strategies the Key to E-Business Success? -- Strategy Spotlight 5.5 Liberty Mutual's Electronic Invoice System: Combining Low Cost and Differentiation Advantages -- Industry Life Cycle Stages: Strategic Implications -- Strategies in the Introduction Stage -- Strategies in the Growth Stage -- Strategies in the Maturity Stage -- Strategy Spotlight 5.6 Reverse and Breakaway Positioning: How to Avoid Being Held Hostage to the Life-Cycle Curve -- Strategies in the Decline Stage -- Turnaround Strategies
Contents note continued: Strategy Spotlight 5.7 Alan Mulally: Leading Ford's Extraordinary Turnaround -- Summary -- ch. 6 Corporate-Level Strategy: Creating Value through Diversification -- Making Diversification Work: An Overview -- Related Diversification: Economies of Scope and Revenue Enhancement -- Leveraging Core Competencies -- Strategy Spotlight 6.1 Procter & Gamble Leverages Its Core Competence in Marketing and (Believe It or Not!) Franchising -- Sharing Activities -- Related Diversification: Market Power -- Pooled Negotiating Power -- Vertical Integration -- Strategy Spotlight 6.2 How 3M's Efforts to Increase Its Market Power Backfired -- Strategy Spotlight 6.3 Vertical Integration at Shaw Industries -- Unrelated Diversification: Financial Synergies and Parenting -- Corporate Parenting and Restructuring -- Portfolio Management -- Caveat: Is Risk Reduction a Viable Goal of Diversification? -- The Means to Achieve Diversification -- Mergers and Acquisitions
Contents note continued: Strategy Spotlight 6.4 Effectively Managing the Human Side of Acquisitions -- Strategy Spotlight 6.5 Why Did Tyco International Sell a Majority Stake in One of Its Businesses? -- Strategic Alliances and Joint Ventures -- Strategy Spotlight 6.6 Crowdsourcing: How a Strategic Alliance Will Benefit Both Parties -- Internal Development -- How Managerial Motives Can Erode Value Creation -- Strategy Spotlight 6.7 A Gourmet Deli Firm Leverages Its Core Competence and Creates a New Business -- Growth for Growth's Sake -- Strategy Spotlight 6.8 Cornelius Vanderbilt: Going to Great Lengths to Correct a Wrong -- Egotism -- Strategy Spotlight 6.9 How Antitakeover Tactics May Benefit Multiple Stakeholders, Not Just Management -- Antitakeover Tactics -- Summary -- ch. 7 International Strategy: Creating Value in Global Markets -- The Global Economy: A Brief Overview -- Factors Affecting a Nation's Competitiveness
Contents note continued: Strategy Spotlight 7.1 Marketing to the "Bottom of the Pyramid" -- Factor Endowments -- Demand Conditions -- Related and Supporting Industries -- Firm Strategy, Structure, and Rivalry -- Concluding Comment on Factors Affecting a Nation's Competitiveness -- International Expansion: A Company's Motivations and Risks -- Motivations for International Expansion -- Strategy Spotlight 7.2 India and the Diamond of National Advantage -- Strategy Spotlight 7.3 How Walmart Profits from Arbitrage -- Potential Risks of International Expansion -- Strategy Spotlight 7.4 Reverse Innovation: How Developing Countries Are Becoming Hotbeds of Innovation -- Strategy Spotlight 7.5 Counterfeiting: A Worldwide Problem -- Global Dispersion of Value Chains: Outsourcing and Offshoring -- Achieving Competitive Advantage in Global Markets -- Two Opposing Pressures: Reducing Costs and Adapting to Local Markets
Contents note continued: Strategy Spotlight 7.6 A Small-Town Alternative to Offshoring Tech Services Work -- International Strategy -- Global Strategy -- Multidomestic Strategy -- Strategy Spotlight 7.7 Why Shell's Innovative Gasoline Product Backfired in Holland -- Strategy Spotlight 7.8 Dealing with Bribery Abroad -- Transnational Strategy -- Global or Regional? A Second Look at Globalization -- Entry Modes of International Expansion -- Exporting -- Licensing and Franchising -- Strategic Alliances and Joint Ventures -- Strategy Spotlight 7.9 Lamborghini and Callaway Form a High-Tech Alliance -- Wholly Owned Subsidiaries -- Strategy Spotlight 7.10 Pepsi's First-Mover Advantage in India Has Paid Off -- Summary -- ch. 8 Entrepreneurial Strategy and Competitive Dynamics -- Recognizing Entrepreneurial Opportunities -- Entrepreneurial Opportunities -- Strategy Spotlight 8.1 The Contribution of Small Businesses to the U.S. Economy
Contents note continued: Strategy Spotlight 8.2 Entrepreneurial Vision to Revitalize Detroit -- Entrepreneurial Resources -- Strategy Spotlight 8.3 Green Plastics -- Strategy Spotlight 8.4 Prosper.com: Using the Power of the Social Group to Fund Entrepreneurs -- Entrepreneurial Leadership -- Strategy Spotlight 8.5 Strategic Alliances: A Key Entrepreneurial Resource -- Entrepreneurial Strategy -- Entry Strategies -- Strategy Spotlight 8.6 Pandora Rocks the Music Business -- Generic Strategies -- Strategy Spotlight 8.7 Low-Cost Imitator Vizio, Inc., Takes Off -- Combination Strategies -- Competitive Dynamics -- Strategy Spotlight 8.8 Diapers.com---Combining Focus, Low Cost, and Differentiation -- New Competitive Action -- Threat Analysis -- Motivation and Capability to Respond -- Strategy Spotlight 8.9 The Wall Street Journal Challenges The New York Times -- Types of Competitive Actions -- Strategy Spotlight 8.10 AMD and Intel: The Multiple Dimensions of Competitive Dynamics
Contents note continued: Likelihood of Competitive Reaction -- Choosing Not to React: Forbearance and Co-opetition -- Strategy Spotlight 8.11 The UFL and the NFL: Cooperate or Compete? -- Summary -- pt. 3 Strategic Implementation -- ch. 9 Strategic Control and Corporate Governance -- Ensuring Informational Control: Responding Effectively to Environmental Change -- A Traditional Approach to Strategic Control -- A Contemporary Approach to Strategic Control -- Strategy Spotlight 9.1 What Did General Motors Do Wrong? -- Strategy Spotlight 9.2 Google's Interactive Control System -- Attaining Behavioral Control: Balancing Culture, Rewards, and Boundaries -- Building a Strong and Effective Culture -- Motivating with Rewards and Incentives -- Setting Boundaries and Constraints -- Strategy Spotlight 9.3 Developing Meaningful Action Plans: Aircraft Interior Products, Inc -- Behavioral Control in Organizations: Situational Factors -- Evolving from Boundaries to Rewards and Culture
Contents note continued: The Role of Corporate Governance -- Strategy Spotlight 9.4 The Relationship between Recommended Corporate Governance Practices and Firm Performance -- The Modern Corporation: The Separation of Owners (Shareholders) and Management -- Governance Mechanisms: Aligning the Interests of Owners and Managers -- CEO Duality: Is It Good or Bad? -- External Governance Control Mechanisms -- Strategy Spotlight 9.5 The Impact of the 2002 Sarbanes-Oxley Act on Corporate Directors -- Strategy Spotlight 9.6 Two Examples of Powerful External Control Mechanisms -- Corporate Governance: An International Perspective -- Strategy Spotlight 9.7 Effective and Ineffective Corporate Governance among "Multilatinas" -- Summary -- ch. 10 Creating Effective Organizational Designs -- Traditional Forms of Organizational Structure -- Patterns of Growth of Large Corporations: Strategy-Structure Relationships -- Simple Structure -- Functional Structure
Contents note continued: Strategy Spotlight 10.1 Parkdale Mills: A Successful Functional Organizational Structure -- Divisional Structure -- Strategy Spotlight 10.2 Why Sun Microsystems Experienced Major Problems When It Changed Its Organizational Structure -- Matrix Structure -- International Operations: Implications for Organizational Structure -- Global Start-Ups: A New Phenomenon -- How an Organization's Structure Can Influence Strategy Formulation -- Linking Strategic Reward and Evaluation Systems to Business-Level and Corporate-Level Strategies -- Strategy Spotlight 10.3 Global on Day One -- Business-Level Strategy: Reward and Evaluation Systems -- Corporate-Level Strategy: Reward and Evaluation Systems -- Boundaryless Organizational Designs -- Strategy Spotlight 10.4 Boundary Types -- The Barrier-Free Organization -- Strategy Spotlight 10.5 The Business Roundtable: A Forum for Sharing Best Environmental Sustainability Practices -- The Modular Organization
Contents note continued: Strategy Spotlight 10.6 Video Games: Microsoft's Outsourcing Strategy -- The Virtual Organization -- Strategy Spotlight 10.7 How Eli Lilly Used the Collaborative Power of the Internet-Based Collaboration to Foster Innovation -- Boundaryless Organizations: Making Them Work -- Creating Ambidextrous Organizational Designs -- Strategy Spotlight 10.8 Crest's Whitestrips: An Example of How P & G Creates and Derives Benefits from a Boundaryless Organization -- Ambidextrous Organizations: Key Design Attributes -- Why Was the Ambidextrous Organization the Most Effective Structure? -- Summary -- ch. 11 Strategic Leadership: Creating a Learning Organization and an Ethical Organization -- Leadership: Three Interdependent Activities -- Strategy Spotlight 11.1 Julie Gilbert Sets a New Direction for Best Buy -- Setting a Direction -- Designing the Organization -- Nurturing an Excellent and Ethical Culture
Contents note continued: Strategy Spotlight 11.2 IKEA's Founder: "Low Prices---But Not at Any Price" -- The Ambicultural Approach: A Key to Successfully Fulfilling the Three Leadership Activities -- Elements of Effective Leadership -- Integrative Thinking -- Overcoming Barriers to Change -- Strategy Spotlight 11.3 Integrative Thinking at Red Hat, Inc. -- The Effective Use of Power -- Emotional Intelligence: A Key Leadership Trait -- Strategy Spotlight 11.4 William Bratton: Using Multiple Bases of Power -- Self-Awareness -- Self-Regulation -- Motivation -- Empathy -- Social Skill -- Emotional Intelligence: Some Potential Drawbacks and Cautionary Notes -- Developing a Learning Organization -- Inspiring and Motivating People with a Mission or Purpose -- Empowering Employees at All Levels -- Strategy Spotlight 11.5 A Hospital's Unique Approach to Empowerment -- Accumulating and Sharing Internal Knowledge -- Gathering and Integrating External Information
Contents note continued: Challenging the Status Quo and Enabling Creativity -- Creating an Ethical Organization -- Individual Ethics versus Organizational Ethics -- Strategy Spotlight 11.6 Green Energy: Real or Just a Marketing Ploy? -- Integrity-Based versus Compliance-Based Approaches to Organizational Ethics -- Role Models -- Strategy Spotlight 11.7 Elements of a Corporate Code -- Corporate Credos and Codes of Conduct -- Reward and Evaluation Systems -- Policies and Procedures -- Summary -- ch. 12 Managing Innovation and Fostering Corporate Entrepreneurship -- Managing Innovation -- Types of Innovation -- Strategy Spotlight 12.1 Dutch Boy's Simple Paint Can Innovation -- Challenges of Innovation -- Strategy Spotlight 12.2 A Disruptive Innovation: The Slingshot and Affordable Clean Water -- Cultivating Innovation Skills -- Defining the Scope of Innovation -- Managing the Pace of Innovation -- Staffing to Capture Value from Innovation -- Collaborating with Innovation Partners
Contents note continued: Strategy Spotlight 12.3 Staffing for Innovation Success at Air Products -- Corporate Entrepreneurship -- Strategy Spotlight 12.4 Crowdsourcing: IBM's Innovation Jam -- Strategy Spotlight 12.5 Cisco Looks to Video to Spur Demand -- Focused Approaches to Corporate Entrepreneurship -- Strategy Spotlight 12.6 Using Team Tomorrow to Grow WD-40 -- Dispersed Approaches to Corporate Entrepreneurship -- Strategy Spotlight 12.7 Microsoft's Struggles with Corporate Entrepreneurship -- Measuring the Success of Corporate Entrepreneurship Activities -- Real Options Analysis: A Useful Tool -- Applications of Real Options Analysis to Strategic Decisions -- Potential Pitfalls of Real Options Analysis -- Entrepreneurial Orientation -- Autonomy -- Innovativeness -- Strategy Spotlight 12.8 Best Buy Finds Social Responsibility Drives Business -- Proactiveness -- Competitive Aggressiveness -- Risk Taking -- Summary -- pt. 4 Case Analysis
Contents note continued: ch. 13 Analyzing Strategic Management Cases -- Why Analyze Strategic Management Cases? -- How to Conduct a Case Analysis -- Strategy Spotlight 13.1 Analysis, Decision Making, and Change at Sapient Health Network -- Become Familiar with the Material -- Strategy Spotlight 13.2 Using a Business Plan Framework to Analyze Strategic Cases -- Identify Problems -- Conduct Strategic Analyses -- Propose Alternative Solutions -- Make Recommendations -- How to Get the Most from Case Analysis -- Using Conflict-Inducing Decision-Making Techniques in Case Analysis -- Symptoms of Groupthink and How to Prevent It -- Strategy Spotlight 13.3 Making Case Analysis Teams More Effective -- Using Conflict to Improve Decision Making -- Following the Analysis-Decision-Action Cycle in Case Analysis -- Summary
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Books Books Centeral Library
First floor - Management
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First floor - Management
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First floor - Management
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Books Books Centeral Library
First floor - Management
658.4012 D.G.S 2012 (Browse shelf) Available 23369

Machine generated contents note: pt. 1 Strategic Analysis -- ch. 1 Strategic Management: Creating Competitive Advantages -- Strategy Spotlight 1.1 How CEO George Buckley Turned Around 3M -- What Is Strategic Management? -- Defining Strategic Management -- The Four Key Attributes of Strategic Management -- The Strategic Management Process -- Strategy Spotlight 1.2 Ambidextrous Behaviors -- Combining Alignment and Adaptability -- Intended versus Realized Strategies -- Strategy Analysis -- Strategy Formulation -- Strategy Implementation -- The Role of Corporate Governance and Stakeholder Management -- Alternative Perspectives of Stakeholder Management -- Strategy Spotlight 1.3 NGOs: A Key Stakeholder Group -- Strategy Spotlight 1.4 How Goldcorp Used Crowdsourcing to Strike Gold! -- Social Responsibility and Environmental Sustainability: Moving beyond the Immediate Stakeholders -- The Strategic Management Perspective: An Imperative throughout the Organization

Contents note continued: Strategy Spotlight 1.5 Socially Responsible Investing (SRI): Can You Do Well by Doing Good? -- Ensuring Coherence in Strategic Direction -- Organizational Vision -- Strategy Spotlight 1.6 Strategy and the Value of Inexperience -- Mission Statements -- Strategic Objectives -- Strategy Spotlight 1.7 How the James Irvine Foundation Redefined Its Mission -- Summary -- ch. 2 Analyzing the External Environment of the Firm -- Creating the Environmentally Aware Organization -- The Role of Scanning, Monitoring, Competitive Intelligence, and Forecasting -- Strategy Spotlight 2.1 How Zara, a Spanish Retailer, Spots Opportunities -- Strategy Spotlight 2.2 Ethical Guidelines on Competitive Intelligence: United Technologies -- Strategy Spotlight 2.3 Scenario Planning at PPG -- SWOT Analysis -- The General Environment -- The Demographic Segment -- Strategy Spotlight 2.4 China's Growing Middle Class Helps Cargo Carriers Rebound from the Recession

Contents note continued: The Sociocultural Segment -- The Political/Legal Segment -- The Technological Segment -- Strategy Spotlight 2.5 How Microsoft "Gets Around" H-1B Visa Restrictions -- The Economic Segment -- The Global Segment -- Relationships among Elements of the General Environment -- Strategy Spotlight 2.6 The Internet and Digital Technologies: Affecting Many Environmental Segments -- The Competitive Environment -- Porter's Five-Forces Model of Industry Competition -- Strategy Spotlight 2.7 Tuition Increases: Sometimes Students Have Low Bargaining Power -- Strategy Spotlight 2.8 The Growing Viability of Renewable Resources as Substitutes for Fossil Fuels -- How the Internet and Digital Technologies Are Affecting the Five Competitive Forces -- Strategy Spotlight 2.9 Buyer Power in the Book Industry: The Role of the Internet -- Using Industry Analysis: A Few Caveats -- Strategic Groups within Industries

Contents note continued: Strategy Spotlight 2.10 Apple's iPod: Relationships with Its Complementors -- Summary -- ch. 3 Assessing the Internal Environment of the Firm -- Value-Chain Analysis -- Strategy Spotlight 3.1 The Limitations of SWOT Analysis -- Primary Activities -- Strategy Spotlight 3.2 Security Risks in Mexico Have Led to Higher Shipping Costs -- Support Activities -- Strategy Spotlight 3.3 Crowdsourcing: RYZ's Potential Customers Become Its Marketing and Design Staff -- Strategy Spotlight 3.4 Removing Individual Metrics in Performance Evaluations -- Interrelationships among Value-Chain Activities within and across Organizations -- The "Prosumer" Concept: Integrating Customers into the Value Chain -- Strategy Spotlight 3.5 Timberland's Detoxification Initiative -- Applying the Value Chain to Service Organizations -- Resource-Based View of the Firm -- Types of Firm Resources -- Firm Resources and Sustainable Competitive Advantages

Contents note continued: Strategy Spotlight 3.6 Blogs, Social Networking Sites, and Corporate Reputations: A Lethal Combination? -- Strategy Spotlight 3.7 Amazon Prime: Very Difficult for Rivals to Copy -- Strategy Spotlight 3.8 How a Chinese Beverage Company Succeeded by Creating Close Partnerships with Its Distributors -- The Generation and Distribution of a Firm's Profits: Extending the Resource-Based View of the Firm -- Evaluating Firm Performance: Two Approaches -- Financial Ratio A nalysis -- Integrating Financial Analysis and Stakeholder Perspectives: The Balanced Scorecard -- Summary -- Appendix to Chapter 3 How the Internet and Digital Technologies Add Value -- ch. 4 Recognizing a Firm's Intellectual Assets: Moving beyond a Firm's Tangible Resources -- The Central Role of Knowledge in Today's Economy -- Human Capital: The Foundation of Intellectual Capital -- Attracting Human Capital -- Strategy Spotlight 4.1 Going "Green" Helps Attract Talent

Contents note continued: Developing Human Capital -- Strategy Spotlight 4.2 Time Warner's Reverse Mentoring Program -- Retaining Human Capital -- Enhancing Human Capital: The Role of Diversity in the Workforce -- The Vital Role of Social Capital -- How Social Capital Helps Attract and Retain Talent -- Social Networks: Implications for Knowledge Management and Career Success -- Strategy Spotlight 4.3 Don't Go Away Mad ... Now You Are a Valued Alum! -- Strategy Spotlight 4.4 Picasso versus van Gogh: Who Was More Successful and Why? -- The Potential Downside of Social Capital -- Strategy Spotlight 4.5 Developing Social Capital: Do Women and Men Differ? -- Using Technology to Leverage Human Capital and Knowledge -- Using Networks to Share Information -- Electronic Teams: Using Technology to Enhance Collaboration -- Codifying Knowledge for Competitive Advantage -- Strategy Spotlight 4.6 Videoconferencing: Allowing Employees to Communicate Face-to-Face over Long Di stances

Contents note continued: Strategy Spotlight 4.7 Crowdsourcing: How SAP Taps Knowledge Well beyond Its Boundaries -- Protecting the Intellectual Assets of the Organization: Intellectual Property and Dynamic Capabilities -- Intellectual Property Rights -- Dynamic Capabilities -- Strategy Spotlight 4.8 Research in Motion, Maker of the BlackBerry, Loses an Intellectual Property Lawsuit -- Summary -- pt. 2 Strategic Formulation -- ch. 5 Business-Level Strategy: Creating and Sustaining Competitive Advantages -- Types of Competitive Advantage and Sustainability -- Overall Cost Leadership -- Strategy Spotlight 5.1 The Experience Curve -- Strategy Spotlight 5.2 Ryanair: A Highly Effective Overall Cost Leadership Strategy -- Differentiation -- Strategy Spotlight 5.3 Crowdsourcing: How Netflix Boosts Its Differentiation -- Focus -- Strategy Spotlight 5.4 If You Can't Afford an Extremely Expensive Car You Can Rent One

Contents note continued: Combination Strategies: Integrating Overall Low Cost and Differentiation -- Can Competitive Strategies Be Sustained? Integrating and Applying Strategic Management Concepts -- Atlas Door: A Case Example -- Are Atlas Door's Competitive Advantages Sustainable? -- How the Internet and Digital Technologies Affect the Competitive Strategies -- Overall Cost Leadership -- Differentiation -- Focus -- Are Combination Strategies the Key to E-Business Success? -- Strategy Spotlight 5.5 Liberty Mutual's Electronic Invoice System: Combining Low Cost and Differentiation Advantages -- Industry Life Cycle Stages: Strategic Implications -- Strategies in the Introduction Stage -- Strategies in the Growth Stage -- Strategies in the Maturity Stage -- Strategy Spotlight 5.6 Reverse and Breakaway Positioning: How to Avoid Being Held Hostage to the Life-Cycle Curve -- Strategies in the Decline Stage -- Turnaround Strategies

Contents note continued: Strategy Spotlight 5.7 Alan Mulally: Leading Ford's Extraordinary Turnaround -- Summary -- ch. 6 Corporate-Level Strategy: Creating Value through Diversification -- Making Diversification Work: An Overview -- Related Diversification: Economies of Scope and Revenue Enhancement -- Leveraging Core Competencies -- Strategy Spotlight 6.1 Procter & Gamble Leverages Its Core Competence in Marketing and (Believe It or Not!) Franchising -- Sharing Activities -- Related Diversification: Market Power -- Pooled Negotiating Power -- Vertical Integration -- Strategy Spotlight 6.2 How 3M's Efforts to Increase Its Market Power Backfired -- Strategy Spotlight 6.3 Vertical Integration at Shaw Industries -- Unrelated Diversification: Financial Synergies and Parenting -- Corporate Parenting and Restructuring -- Portfolio Management -- Caveat: Is Risk Reduction a Viable Goal of Diversification? -- The Means to Achieve Diversification -- Mergers and Acquisitions

Contents note continued: Strategy Spotlight 6.4 Effectively Managing the Human Side of Acquisitions -- Strategy Spotlight 6.5 Why Did Tyco International Sell a Majority Stake in One of Its Businesses? -- Strategic Alliances and Joint Ventures -- Strategy Spotlight 6.6 Crowdsourcing: How a Strategic Alliance Will Benefit Both Parties -- Internal Development -- How Managerial Motives Can Erode Value Creation -- Strategy Spotlight 6.7 A Gourmet Deli Firm Leverages Its Core Competence and Creates a New Business -- Growth for Growth's Sake -- Strategy Spotlight 6.8 Cornelius Vanderbilt: Going to Great Lengths to Correct a Wrong -- Egotism -- Strategy Spotlight 6.9 How Antitakeover Tactics May Benefit Multiple Stakeholders, Not Just Management -- Antitakeover Tactics -- Summary -- ch. 7 International Strategy: Creating Value in Global Markets -- The Global Economy: A Brief Overview -- Factors Affecting a Nation's Competitiveness

Contents note continued: Strategy Spotlight 7.1 Marketing to the "Bottom of the Pyramid" -- Factor Endowments -- Demand Conditions -- Related and Supporting Industries -- Firm Strategy, Structure, and Rivalry -- Concluding Comment on Factors Affecting a Nation's Competitiveness -- International Expansion: A Company's Motivations and Risks -- Motivations for International Expansion -- Strategy Spotlight 7.2 India and the Diamond of National Advantage -- Strategy Spotlight 7.3 How Walmart Profits from Arbitrage -- Potential Risks of International Expansion -- Strategy Spotlight 7.4 Reverse Innovation: How Developing Countries Are Becoming Hotbeds of Innovation -- Strategy Spotlight 7.5 Counterfeiting: A Worldwide Problem -- Global Dispersion of Value Chains: Outsourcing and Offshoring -- Achieving Competitive Advantage in Global Markets -- Two Opposing Pressures: Reducing Costs and Adapting to Local Markets

Contents note continued: Strategy Spotlight 7.6 A Small-Town Alternative to Offshoring Tech Services Work -- International Strategy -- Global Strategy -- Multidomestic Strategy -- Strategy Spotlight 7.7 Why Shell's Innovative Gasoline Product Backfired in Holland -- Strategy Spotlight 7.8 Dealing with Bribery Abroad -- Transnational Strategy -- Global or Regional? A Second Look at Globalization -- Entry Modes of International Expansion -- Exporting -- Licensing and Franchising -- Strategic Alliances and Joint Ventures -- Strategy Spotlight 7.9 Lamborghini and Callaway Form a High-Tech Alliance -- Wholly Owned Subsidiaries -- Strategy Spotlight 7.10 Pepsi's First-Mover Advantage in India Has Paid Off -- Summary -- ch. 8 Entrepreneurial Strategy and Competitive Dynamics -- Recognizing Entrepreneurial Opportunities -- Entrepreneurial Opportunities -- Strategy Spotlight 8.1 The Contribution of Small Businesses to the U.S. Economy

Contents note continued: Strategy Spotlight 8.2 Entrepreneurial Vision to Revitalize Detroit -- Entrepreneurial Resources -- Strategy Spotlight 8.3 Green Plastics -- Strategy Spotlight 8.4 Prosper.com: Using the Power of the Social Group to Fund Entrepreneurs -- Entrepreneurial Leadership -- Strategy Spotlight 8.5 Strategic Alliances: A Key Entrepreneurial Resource -- Entrepreneurial Strategy -- Entry Strategies -- Strategy Spotlight 8.6 Pandora Rocks the Music Business -- Generic Strategies -- Strategy Spotlight 8.7 Low-Cost Imitator Vizio, Inc., Takes Off -- Combination Strategies -- Competitive Dynamics -- Strategy Spotlight 8.8 Diapers.com---Combining Focus, Low Cost, and Differentiation -- New Competitive Action -- Threat Analysis -- Motivation and Capability to Respond -- Strategy Spotlight 8.9 The Wall Street Journal Challenges The New York Times -- Types of Competitive Actions -- Strategy Spotlight 8.10 AMD and Intel: The Multiple Dimensions of Competitive Dynamics

Contents note continued: Likelihood of Competitive Reaction -- Choosing Not to React: Forbearance and Co-opetition -- Strategy Spotlight 8.11 The UFL and the NFL: Cooperate or Compete? -- Summary -- pt. 3 Strategic Implementation -- ch. 9 Strategic Control and Corporate Governance -- Ensuring Informational Control: Responding Effectively to Environmental Change -- A Traditional Approach to Strategic Control -- A Contemporary Approach to Strategic Control -- Strategy Spotlight 9.1 What Did General Motors Do Wrong? -- Strategy Spotlight 9.2 Google's Interactive Control System -- Attaining Behavioral Control: Balancing Culture, Rewards, and Boundaries -- Building a Strong and Effective Culture -- Motivating with Rewards and Incentives -- Setting Boundaries and Constraints -- Strategy Spotlight 9.3 Developing Meaningful Action Plans: Aircraft Interior Products, Inc -- Behavioral Control in Organizations: Situational Factors -- Evolving from Boundaries to Rewards and Culture

Contents note continued: The Role of Corporate Governance -- Strategy Spotlight 9.4 The Relationship between Recommended Corporate Governance Practices and Firm Performance -- The Modern Corporation: The Separation of Owners (Shareholders) and Management -- Governance Mechanisms: Aligning the Interests of Owners and Managers -- CEO Duality: Is It Good or Bad? -- External Governance Control Mechanisms -- Strategy Spotlight 9.5 The Impact of the 2002 Sarbanes-Oxley Act on Corporate Directors -- Strategy Spotlight 9.6 Two Examples of Powerful External Control Mechanisms -- Corporate Governance: An International Perspective -- Strategy Spotlight 9.7 Effective and Ineffective Corporate Governance among "Multilatinas" -- Summary -- ch. 10 Creating Effective Organizational Designs -- Traditional Forms of Organizational Structure -- Patterns of Growth of Large Corporations: Strategy-Structure Relationships -- Simple Structure -- Functional Structure

Contents note continued: Strategy Spotlight 10.1 Parkdale Mills: A Successful Functional Organizational Structure -- Divisional Structure -- Strategy Spotlight 10.2 Why Sun Microsystems Experienced Major Problems When It Changed Its Organizational Structure -- Matrix Structure -- International Operations: Implications for Organizational Structure -- Global Start-Ups: A New Phenomenon -- How an Organization's Structure Can Influence Strategy Formulation -- Linking Strategic Reward and Evaluation Systems to Business-Level and Corporate-Level Strategies -- Strategy Spotlight 10.3 Global on Day One -- Business-Level Strategy: Reward and Evaluation Systems -- Corporate-Level Strategy: Reward and Evaluation Systems -- Boundaryless Organizational Designs -- Strategy Spotlight 10.4 Boundary Types -- The Barrier-Free Organization -- Strategy Spotlight 10.5 The Business Roundtable: A Forum for Sharing Best Environmental Sustainability Practices -- The Modular Organization

Contents note continued: Strategy Spotlight 10.6 Video Games: Microsoft's Outsourcing Strategy -- The Virtual Organization -- Strategy Spotlight 10.7 How Eli Lilly Used the Collaborative Power of the Internet-Based Collaboration to Foster Innovation -- Boundaryless Organizations: Making Them Work -- Creating Ambidextrous Organizational Designs -- Strategy Spotlight 10.8 Crest's Whitestrips: An Example of How P & G Creates and Derives Benefits from a Boundaryless Organization -- Ambidextrous Organizations: Key Design Attributes -- Why Was the Ambidextrous Organization the Most Effective Structure? -- Summary -- ch. 11 Strategic Leadership: Creating a Learning Organization and an Ethical Organization -- Leadership: Three Interdependent Activities -- Strategy Spotlight 11.1 Julie Gilbert Sets a New Direction for Best Buy -- Setting a Direction -- Designing the Organization -- Nurturing an Excellent and Ethical Culture

Contents note continued: Strategy Spotlight 11.2 IKEA's Founder: "Low Prices---But Not at Any Price" -- The Ambicultural Approach: A Key to Successfully Fulfilling the Three Leadership Activities -- Elements of Effective Leadership -- Integrative Thinking -- Overcoming Barriers to Change -- Strategy Spotlight 11.3 Integrative Thinking at Red Hat, Inc. -- The Effective Use of Power -- Emotional Intelligence: A Key Leadership Trait -- Strategy Spotlight 11.4 William Bratton: Using Multiple Bases of Power -- Self-Awareness -- Self-Regulation -- Motivation -- Empathy -- Social Skill -- Emotional Intelligence: Some Potential Drawbacks and Cautionary Notes -- Developing a Learning Organization -- Inspiring and Motivating People with a Mission or Purpose -- Empowering Employees at All Levels -- Strategy Spotlight 11.5 A Hospital's Unique Approach to Empowerment -- Accumulating and Sharing Internal Knowledge -- Gathering and Integrating External Information

Contents note continued: Challenging the Status Quo and Enabling Creativity -- Creating an Ethical Organization -- Individual Ethics versus Organizational Ethics -- Strategy Spotlight 11.6 Green Energy: Real or Just a Marketing Ploy? -- Integrity-Based versus Compliance-Based Approaches to Organizational Ethics -- Role Models -- Strategy Spotlight 11.7 Elements of a Corporate Code -- Corporate Credos and Codes of Conduct -- Reward and Evaluation Systems -- Policies and Procedures -- Summary -- ch. 12 Managing Innovation and Fostering Corporate Entrepreneurship -- Managing Innovation -- Types of Innovation -- Strategy Spotlight 12.1 Dutch Boy's Simple Paint Can Innovation -- Challenges of Innovation -- Strategy Spotlight 12.2 A Disruptive Innovation: The Slingshot and Affordable Clean Water -- Cultivating Innovation Skills -- Defining the Scope of Innovation -- Managing the Pace of Innovation -- Staffing to Capture Value from Innovation -- Collaborating with Innovation Partners

Contents note continued: Strategy Spotlight 12.3 Staffing for Innovation Success at Air Products -- Corporate Entrepreneurship -- Strategy Spotlight 12.4 Crowdsourcing: IBM's Innovation Jam -- Strategy Spotlight 12.5 Cisco Looks to Video to Spur Demand -- Focused Approaches to Corporate Entrepreneurship -- Strategy Spotlight 12.6 Using Team Tomorrow to Grow WD-40 -- Dispersed Approaches to Corporate Entrepreneurship -- Strategy Spotlight 12.7 Microsoft's Struggles with Corporate Entrepreneurship -- Measuring the Success of Corporate Entrepreneurship Activities -- Real Options Analysis: A Useful Tool -- Applications of Real Options Analysis to Strategic Decisions -- Potential Pitfalls of Real Options Analysis -- Entrepreneurial Orientation -- Autonomy -- Innovativeness -- Strategy Spotlight 12.8 Best Buy Finds Social Responsibility Drives Business -- Proactiveness -- Competitive Aggressiveness -- Risk Taking -- Summary -- pt. 4 Case Analysis

Contents note continued: ch. 13 Analyzing Strategic Management Cases -- Why Analyze Strategic Management Cases? -- How to Conduct a Case Analysis -- Strategy Spotlight 13.1 Analysis, Decision Making, and Change at Sapient Health Network -- Become Familiar with the Material -- Strategy Spotlight 13.2 Using a Business Plan Framework to Analyze Strategic Cases -- Identify Problems -- Conduct Strategic Analyses -- Propose Alternative Solutions -- Make Recommendations -- How to Get the Most from Case Analysis -- Using Conflict-Inducing Decision-Making Techniques in Case Analysis -- Symptoms of Groupthink and How to Prevent It -- Strategy Spotlight 13.3 Making Case Analysis Teams More Effective -- Using Conflict to Improve Decision Making -- Following the Analysis-Decision-Action Cycle in Case Analysis -- Summary

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