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Theory of Strategic Management with Cases /10/E

Theory
9781133584650
Charles W. L. Hill、Ggareth R. Jones
華泰文化
2012年8月03日
433.00  元
HK$ 411.35
省下 $21.65
 
二樓書卷使用細則 二樓書卷使用細則






叢書系列:策略管理
規格:平裝 / 864頁 / 普級 / 單色印刷 / 10版
出版地:台灣


策略管理


[ 尚未分類 ]









  1.Opening Cases begin each chapter and build the foundation for student comprehension in each chapter.

  2.”Focus on Dell” feature puts the spotlight on Dell’’s strategic operations throughout every chapter.

  3.”Strategy in Action” features highlight key organizations implementing chapter-specific strategic management processes.

  4.Ethical dilemma exercises end each chapter and provide a comprehensive look at the chapter concepts and ask students to consider ethical ramifications of management decisions.

  5.Closing Cases end each chapter and provide in-class discussion opportunities.
The end-of-text cases selected for this edition will appeal to students and professors alike, both because these cases are intrinsically interesting and because of the number of strategic management issues they illuminate. The organizations discussed in the cases range from large, well-known companies, for which students can do research to update the information, to small, entrepreneurial businesses that illustrate the uncertainty and challenge of the strategic management process. The selections include many international cases, and most of the other cases contain some element of global strategy.

  6.A new focus on technology with the Strategy Sign-On end-of-chapter feature allows students to complete research projects and maintain a Strategic Management portfolio.

作者簡介

Charles W. L. Hill

  現職:Universtiy of Washington

Ggareth R. Jones

  現職:Texas A & M Universtiy



PART I:INTRODUCTION TO STRATEGIC MANAGEMENT
Ch 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage
Ch 2 External Analysis: The Identification of Opportunities and Threats

PART II:THE NATURE OF COMPETITIVE ADVANTAGE
Ch 3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability
Ch 4 Building Competitive Advantage Through Functional-Level Strategy

PART III: STRATEGIES
Ch 5 Building Competitive Advantage Through Business-Level Strategy
Ch 6 Business-Level Strategy and the Industry Environment
Ch 7 Strategy and Technology
Ch 8 Strategy in the Global Environment
Ch 9 Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing
Ch10 Corporate-Level Strategy: Related and Unrelated Diversification

PART IV: IMPLEMENTING STRATEGY
Ch11 Corporate Performance, Governance, and Business Ethics
Ch12 Implementing Strategy in Companies that Compete in a Single Industry
Ch13 Implementing Strategy in Companies that Compete Across Industries and Countries

CASES
Case 1 The Home Video Game Industry, 1968-2011
Case 2 How SAP’s Business Model and Strategies Made it the Global Business Software Leader – Part I
Case 3 SAP and the Evolving Global Business Software Industry in 2011 – Part 2
Case 4 Internet Search and the Growth of Google
Case 5 Ecomagination: Driving Sustainable Growth for GE
Case 6 Nike: Sweatshops and Business Ethics
Case 7 eBay and the Online Auction and Retail Sales Industry in 2011
Case 8 The Evolution of the Small Package Express Delivery Industry, 1973-2010
Case 9 How Amazon.com Became the Leading Online Retailer by 2011
Case10 Whole Food Markets: How to Grow in an Increasingly Competitive Market?
Case11 TomTom: New Competition Everywhere!
Case12 Viacom is Successful in 2011
Case13 The Apollo Group
Case14 Is Yahoo’s Business Model Working in 2011?
Case15 Boeing Commercial Aircraft in 2011
Case16 Alarm Ringing: Nokia in 2010
Case17 KCI Technologies: Engineering the Future, One Employee at a Time
Case18 Airborne Express: The Underdog
Case19 American Airlines Since Deregulation
Case20 CEMEX’s Acquisition Strategy - The Acquisition of Rinker Group
Case21 3M: The Second Century
Case22 Merck, the FDA and the Vioxx Recall




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