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Strategic Management Essentials, International Edition Paperback – 27 Jul 2011

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Product details

  • Paperback: 384 pages
  • Publisher: South-Western College Pub; 3 edition (27 July 2011)
  • Language: English
  • ISBN-10: 111152520X
  • ISBN-13: 978-1111525200
  • Product Dimensions: 20.4 x 1.4 x 25.5 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (3 customer reviews)
  • Amazon Bestsellers Rank: 703,002 in Books (See Top 100 in Books)
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  • See Complete Table of Contents

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Part I: INTRODUCTION TO STRATEGIC MANAGEMENT. 1. Developing the Competitive Strategic Process. 2. Governing Stakeholders and Business Ethics. Part II: THE NATURE OF COMPETITIVE ADVANTAGE. 3. Identifying Opportunities and Threats through External Analysis. 4. Building Competitive Advantage. Part III: BUILDING AND SUSTAINING LONG-RUN COMPETITIVE ADVANTAGE. 5. Positioning for Competitive Business-Level Strategy. 6. Global Strategy. 7. Long-Run Profitability through Corporate-Level Strategy. Part IV: STRATEGY IMPLEMENTATION. 8. Strategic Change. 9. Implementing Strategy through Organizational Design. Part V: CASES. SGI versus Dell. The Home Video Game Industry. The Global Auto Industry. IKEA. Rise of IBM. Fall of IBM. IBM in 2009.

About the Author

Charles W. L. Hill is the Hughes M. Blake Professor of Business at the University of Washington Business School in Seattle. His research interests focus on competition and competitive analysis, corporate strategy, international business, organizational structure, and corporate governance. Dr. Hill has published more than 50 articles in peer-reviewed academic journals and has served on the editorial boards of several top tier journals, including the Academy of Management Review and the Strategic Management Journal. He also is the author of a successful international business textbook. An active consultant, Dr. Hill has worked with numerous companies. He has worked with Microsoft for almost 20 years and continues to be active within that organization. He received his PhD from the University of Manchester in the United Kingdom.

Gareth R. Jones received his PhD from the University Of Lancaster, England, and he is trained in Economics and Organizational Theory and Behavior. His research interests include organizational design for performance, the evolution of business, and corporate-level strategy. Dr. Jones has published articles in all the major management journals and is co-author of several textbooks.


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