Format:
1 Online-Ressource
Edition:
1st Canadian Edition
ISBN:
9781774200094
Series Statement:
Open textbook library
Content:
Mastering Strategic Management is designed to enhance student engagement in three innovative ways. The first is through visual adaptations of the key content in the book. It is well documented that many of today's students are visual learners. To meet students' wants and needs (and thereby create a much better teaching experience for professors), Mastering Strategic Management contains multiple graphic concept pages in ever section of every chapter of the book. Think of graphic concept pages as almost like info-graphics for key concepts in each section. This feature sets Mastering Strategic Management apart from any strategic management book on the market today. The second way the authors capture student interest through their textbook is by using a real-world company as the running example in each chapter. For example, Chapter 1 in Mastering Strategic Management utilizes Blackberry to harness the conceptual coverage of the chapter in a running, corporate, application to which students will relate. The third inventive way Mastering Strategic Management holds the attention of strategic management students is through the "strategy at the movies" feature in each chapter that links course concepts with a popular motion picture
Note:
Chapter 1 -- Mastering Strategy: Art and Science -- Defining Strategic Management and Strategy -- Intended, Emergent, and Realized Strategies -- The History of Strategic Management -- Understanding the Strategic Management Process -- Conclusion -- Chapter 2 -- Leading Strategically -- Vision, Mission, and Goals -- Assessing Organizational Performance -- The CEO as Celebrity -- Entrepreneurial Orientation -- Conclusion -- Chapter 3 -- Evaluating the External Environment -- The Relationship between an Organization and Its Environment -- Evaluating the General Environment -- Evaluating the Industry -- Mapping Strategic Groups -- Conclusion -- Chapter 4 -- Managing Firm Resources -- Resource-Based Theory -- Intellectual Property -- Value Chain -- Beyond Resource-Based Theory: Other Views on Firm Performance -- SWOT Analysis -- Conclusion -- Chapter 5 -- Selecting Business-Level Strategies -- Understanding Business-Level Strategy through "Generic Strategies" -- Cost Leadership -- Differentiation -- Focused Cost Leadership and Focused Differentiation -- Best-Cost Strategy -- Stuck in the Middle -- Conclusion -- Chapter 6 -- Supporting the Business-Level Strategy: Competitive and Cooperative Moves -- Making Competitive Moves -- Responding to Competitors' Moves -- Making Cooperative Moves -- Conclusion -- Chapter 7 -- Competing in International Markets -- Advantages and Disadvantages of Competing in International Markets -- Drivers of Success and Failure When -- Competing in International Markets -- Types of International Strategies -- Options for Competing in International Markets -- Conclusion -- Chapter 8 -- Selecting Corporate-Level Strategies -- Concentration Strategies -- Vertical Integration Strategies -- Diversification Strategies -- Strategies for Getting Smaller -- Portfolio Planning and Corporate-Level Strategy -- Conclusion -- Chapter 9 -- Executing Strategy through Organizational Design -- The Basic Building Blocks of Organizational Structure -- Creating an Organizational Structure -- Creating Organizational Control Systems -- Legal Forms of Business -- Conclusion -- Chapter 10 -- Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility -- Boards of Directors -- Corporate Ethics and Social Responsibility -- Understanding Thought Patterns: A Key to Corporate Leadership? -- Conclusion
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In English
Language:
English
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