Strategic Management Essentials

1.A running case featuring Wal-Mart illustrates key topics in the context of the company's strategy and performance. The ongoing case enables students to continue building on their knowledge and skills as they apply chapter concepts to an organization with which they are familiar.

2."Strategy in Action" boxes examine how the management theory covered in the text can be applied to real-world situations—enabling students to immediately apply what they learn to actual organizations.

3.Practicing Strategic Management, found online, is a guided two-pronged project aimed at enhancing student group collaboration and researching capabilities. The first activity is a group exercise asking students to explore and report on such concepts as developing effective competitive strategies, control systems, acquisition planning, and managerial structures. Then, Exploring the Web activities ask students to research online and report on specific companies such as 3M, Boeing, Google, and Motorola.

4.Closing Cases conclude each chapter with a brief case that can be used for further analysis of chapter issues. Each case has been chosen to reflect contemporary issues and problems in strategic management. Accompanying discussion questions encourage students to consider how managers approach real problems in today's market.

5.Ten expanded end-of-text cases focus on specific strategic management topics and present extensive applicable teaching opportunities. Students can collect additional information on the companies in these cases as a way to add up-to-the-minute currency to the analysis and to understand how managers use data to increase competitive advantage and performance.

6.New "Ethical Dilemma" features real-world ethical concerns facing today's business managers and asks students to make managerial decisions while considering chapter concepts and business integrity on such topics as management restructuring, outsourcing, talent recruiting, achieving corporate objectives, and maintaining competitive advantage.

7.New "Strategy in Action" cases contain up-to-date topics and research and help students see the business concepts in action at real-world companies.

8.Ten new author-written cases at the end of the text feature companies such as Apple, McDonald's, GM, Dell, and IBM.

◎作者：Charles W. L. Hill
　現職：University of Washington

◎作者：Gareth R. Jones
　現職：Texas A&M University

PART I: INTRODUCTION TO STRATEGIC MANAGEMENT
Ch 1 Developing the Competitive Strategic Process
Ch 2 Governing Stakeholders and Business Ethics

PART II: THE NATURE OF COMPETITIVE ADVANTAGE
Ch 3 Identifying Opportunities and Threats Through External Analysis
Ch 4 Building Competitive Advantage

PART III: BUILDING AND SUSTAINING LONG-RUN COMPETITIVE ADVANTAGE
Ch 5 Positioning for Competitive Business-Level Strategy
Ch 6 Global Strategy
Ch 7 Long-Run Profitability Through Corporate-Level Strategy

PART IV: STRATEGY IMPLEMENTATION
Ch 8 Strategic Change
Ch 9 Implementing Strategy Through Organizational Design

Case 1 SGI Versus Dell: Competition in Server and Cloud Computing
Case 2 The Home Video Game Industry: Atari Pong to the Nintendo Wii
Case 3 The Global Automobile Industry in 2009
Case 4 IKEA: Furniture Retailer to the World
Case 5 The Rise of IBM
Case 6 The Fall of IBM
Case 7 IBM in 2009