Strategic Management and Business Policy: Globalization, Innovation and Sustainability, Global Edition

Höfundar: Charles E. Bamford; Alan N. Hoffman; Thomas L. Wheelen; J. David Hunger (Útgáfa: 16)
Strategic Management and Business Policy: Globalization, Innovation and Sustainability, Global Edition

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Picking up where popular previous editions left off, Concepts in Strategic Management and Business Policy further sharpens and modernizes this text’s approach. It teaches strategy with an emphasis on globalization, innovation and sustainability. And teaches you the strategic concepts you should know as you face the issues that all organizations must build upon to push their businesses forward. With new cases, vignettes, examples and statistics in the 16th Edition, you get an extraordinarily well-researched and practically crafted lesson.

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Útgefandi
Pearson International Content
ISBN
9781292727417
Print ISBN
9781292727424
Format
Page Fidelity (PDF)
Útgáfa
16
Höfundar
Charles E. Bamford; Alan N. Hoffman; Thomas L. Wheelen; J. David Hunger
Tungumál
English
Útgefið
2023-06-12
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Title Page
  • Copyright
  • Dedicated to
  • Pearson’s Commitment to Diversity, Equity, and Inclusion
  • Brief Contents
  • Contents
  • Preface
  • About the Authors
  • Part One: Introduction to Strategic Management and Business Policy
  • Chapter 1. Basic Concepts of Strategic Management
  • The Study of Strategic Management
  • Phases of Strategic Management
  • Benefits of Strategic Management
  • Globalization, Innovation, and Sustainability: Challenges to Strategic Management
  • Impact of Globalization
  • Impact of Innovation
  • Global Issue: Regional Trade Agreements & National Trade Barriers
  • Impact of Sustainability
  • Theories of Organizational Adaptation
  • Creating a Learning Organization
  • Basic Model of Strategic Management
  • Environmental Analysis
  • Strategy Formulation
  • Strategy Implementation
  • Evaluation and Reassessment
  • Feedback/Learning Process
  • Initiation of Strategy: Triggering Events
  • Strategic Decision Making
  • What Makes a Decision Strategic?
  • Mintzberg’s Modes of Strategic Decision Making
  • Strategic Decision-Making Process: Aid to Better Decisions
  • The Strategic Audit: Aid to Strategic Decision Making
  • Employment in Strategic Management
  • End of Chapter Summary
  • Appendix 1.A. Strategic Audit of a Corporation
  • Chapter 2. Corporate Governance
  • Role of the Board of Directors
  • Responsibilities of the Board
  • Board of Directors Composition
  • Innovation Issue: Innovation And Autonomous Shipping
  • Strategy Highlight: Agency Theory Versus Stewardship Theory In Corporate Governance
  • Nomination and Election of Board Members
  • Organization of the Board
  • Impact of Sarbanes–Oxley on U.S. Corporate Governance
  • Improving Governance
  • Global Issue: Board Activism At Yahoo!
  • Evaluating Governance
  • Avoiding Governance Improvements
  • Trends in Corporate Governance
  • The Role of Top Management
  • Responsibilities of Top Management
  • Sustainability Issue: CEO Pay And Corporate Performance
  • End of Chapter Summary
  • Chapter 3. Social Responsibility and Ethics in Strategic Management
  • Social Responsibilities of Strategic Decision Makers
  • Responsibilities of a Business Firm
  • Sustainability
  • Sustainability Issue: Cadbury: A Sustainable Supply Chain
  • Corporate Stakeholders
  • Stakeholder Analysis
  • Strategy Highlight: Johnson & Johnson Credo
  • Ethical Decision Making
  • Some Reasons for Unethical Behavior
  • Global Issue: How Rule-Based And Relationship-Based Governance Systems Affect Ethical Behavior
  • Innovation Issue: Turning A Need Into A Business To Solve The Need
  • Encouraging Ethical Behavior
  • Views on Ethical Behavior
  • End of Chapter Summary
  • Part Two: Scanning the Environment
  • Chapter 4. Environmental Analysis and Industry Analysis
  • Aspects of Environmental Analysis
  • Identifying External Environmental Variables
  • Sustainability Issue: The Crisis In The Colorado River
  • Strategic Importance of the External Environment
  • Analyzing the Societal Environment: Steep Analysis
  • Global Issue: SUVs Power On In China
  • Identifying External Strategic Factors
  • Industry Analysis: Analyzing the Task Environment
  • Five Forces Approach to Industry Analysis
  • Industry Evolution
  • Categorizing International Industries
  • Innovation Issue: Taking Stock Of An Obsession
  • International Risk Assessment
  • Strategic Groups
  • Strategic Types
  • Hypercompetition
  • Using Key Success Factors to Create an Industry Matrix
  • Competitive Intelligence
  • Sources of Competitive Intelligence
  • Strategy Highlight: Evaluating Competitive Intelligence
  • Monitoring Competitors for Strategic Planning
  • Forecasting
  • Danger of Assumptions
  • Useful Forecasting Techniques
  • The Strategic Audit: A Checklist for Environmental Analysis
  • Synthesis of External Factors
  • End of Chapter Summary
  • Chapter 5. Organizational Analysis and Competitive Advantage
  • A Resource-Based Approach to Organizational Analysis–VRIO
  • Core and Distinctive Competencies
  • Using Resources/Capabilities to Gain Competitive Advantage
  • Business Models
  • Value-Chain Analysis
  • Industry Value-Chain Analysis
  • Corporate Value-Chain Analysis
  • Scanning Functional Resources and Capabilities
  • Basic Organizational Structures
  • Culture
  • Global Issue: Managing Corporate Culture At Salesforce
  • Strategic Marketing Issues
  • Innovation Issue: Do Iconic Products Really Die? Polaroid
  • Strategic Financial Issues
  • Strategic Research and Development (R&D) Issues
  • Strategic Operations Issues
  • Strategic Human Resource Management (HRM) Issues
  • Sustainability Issue: The Olympic Games—Lillehammer 1994 To Tokyo 2020
  • Strategic Information Systems/Technology Issues
  • The Strategic Audit: A Checklist for Organizational Analysis
  • Synthesis of Internal Factors (IFAS)
  • End of Chapter Summary
  • Part Three: Strategy Formulation
  • Chapter 6. Strategy Formulation: Business Strategy
  • A Framework for Examining Business Strategy
  • Generating a Strategic Factors Analysis Summary (SFAS) Matrix
  • Finding Market Niches
  • Mission and Objectives
  • Business Strategies
  • Porter’s Competitive Strategies
  • Global Issue: The Unending Race To The Bottom––Low-Cost Manufacturing
  • Innovation Issue: Chegg Fills Needs Before Competitors Even See The Opportunity
  • Cooperative Strategies
  • Sustainability Issue: Strategic Sustainability—ESPN
  • Strategic Alliances
  • End of Chapter Summary
  • Chapter 7. Strategy Formulation: Corporate Strategy
  • Corporate Strategy
  • Directional Strategy
  • Growth Strategies
  • Strategy Highlight: TRANSACTION COST ECONOMICS ANALYZES VERTICAL GROWTH STRATEGY
  • Global Issue: Global Expansion Is Not Always A Path To Growth
  • Controversies in Directional Growth Strategies
  • Stability Strategies
  • Retrenchment Strategies
  • Portfolio Analysis
  • BCG Growth-Share Matrix
  • Sustainability Issue: General Motors And The Early Electric Car—The Case Of A Reluctant Move
  • Advantages and Limitations of Portfolio Analysis
  • Managing a Strategic Alliance Portfolio
  • Corporate Parenting
  • Innovation Issue: To Red Hat Or Not?
  • Developing a Corporate Parenting Strategy
  • Horizontal Strategy and Multipoint Competition
  • End of Chapter Summary
  • Chapter 8. Strategy Formulation: Functional Strategy and Strategic Choice
  • Functional Strategy
  • Marketing Strategy
  • Financial Strategy
  • Research and Development (R&D) Strategy
  • Operations Strategy
  • Global Issue: Breadtalk: From An Island Nation To The World
  • Purchasing Strategy
  • Sustainability Issue: How Hot Is Hot?
  • Logistics Strategy
  • Innovation Issue: Some Innovations Are Solutions Looking For A Question
  • Human Resource Management (HRM) Strategy
  • Information Technology Strategy
  • The Sourcing Decision: Location of Functions
  • Strategies to Avoid
  • Strategic Choice: Constructing Scenarios
  • Constructing Corporate Scenarios
  • The Process of Strategic Choice
  • Using Policies to Guide Strategic Choices
  • End of Chapter Summary
  • Part Four: Strategy Implementation and Evaluation
  • Chapter 9. Strategy Implementation: Global Strategy
  • International Entry
  • International Coordination
  • International Strategic Alliances
  • Sustainability Issue: Sustainable Seafood Initiative
  • Stages of International Development
  • International Employment
  • Innovation Issue: Target Transforms Itself With Innovative Efforts Across The Business
  • Measurement of Performance
  • End of Chapter Summary
  • Chapter 10. Strategy Implementation: Organizing and Structure
  • Strategy Implementation
  • Who Implements Strategy?
  • What Must Be Done?
  • Developing Programs, Budgets, and Procedures
  • Sustainability Issue: Moving Away From Plastic Bottles—Ecologic Brands
  • Achieving Synergy
  • How Is Strategy to Be Implemented? Organizing for Action
  • Structure Follows Strategy
  • Stages of Corporate Development
  • Innovation Issue: Stumbles At Volkswagen Trigger A New Structure
  • Organizational Life Cycle
  • Flexible Types of Organizational Structure
  • The Matrix Structure
  • Network Structure—The Virtual Organization
  • Global Issue: Outsourcing Comes Full Circle
  • Cellular/Modular Organization: A New Type of Structure?
  • Reengineering and Strategy Implementation
  • Six Sigma
  • Designing Jobs to Implement Strategy
  • Centralization Versus Decentralization
  • End of Chapter Summary
  • Chapter 11. Strategy Implementation: Staffing and Directing
  • Staffing
  • Staffing Follows Strategy
  • Selection and Management Development
  • Innovation Issue: How To Keep Apple “Cool”
  • Problems in Retrenchment
  • Leading
  • Managing Corporate Culture
  • Sustainability Issue: Panera And The Panera Cares Community Café
  • Action Planning
  • Management by Objectives
  • Total Quality Management
  • Global Issue: Cultural Differences And The Failure Of Sony Ericsson
  • End of Chapter Summary
  • Chapter 12. Evaluation and Re-assessment
  • Measuring Performance
  • Appropriate Measures
  • Types of Controls
  • Innovation Issue: Johnson Matthey And Green Hydrogen
  • Activity-Based Costing
  • Enterprise Risk Management
  • Primary Measures of Corporate Performance
  • Sustainability Issue: Bottled Water And An Environmental Catastrophe
  • Balanced Scorecard Approach: Using Key Performance Measures
  • Primary Measures of Divisional and Functional Performance
  • Responsibility Centers
  • Using Benchmarking to Evaluate Performance
  • Global Issue: Counterfeit Goods And Pirated Software: A Global Problem
  • Strategic Information Systems
  • Enterprise Resource Planning
  • Radio Frequency Identification and Near Field Communication
  • Divisional and Functional Is Support
  • Problems in Measuring Performance
  • Short-Term Orientation
  • Goal Displacement
  • Guidelines for Proper Control
  • Aligning Incentives
  • End of Chapter Summary
  • Part Five: Introduction to Case Analysis
  • Chapter 13. Suggestions for Case Analysis
  • The Case Method
  • Researching the Case Situation
  • Financial Analysis: A Place to Begin
  • Analyzing Financial Statements
  • Common-Size Statements
  • Z-Value and the Index of Sustainable Growth
  • Useful Economic Measures
  • Format for Case Analysis: The Strategic Audit
  • End of Chapter Summary
  • Appendix 13.A. Resources for Case Research
  • Appendix 13.B. Suggested Case Analysis Methodology Using the Strategic Audit
  • Appendix 13.C. Example of Strategic Audit
  • Part Six: Cases in Strategic Management
  • Section A. Executive Leadership
  • Case 1. The Wallace Group
  • Case 2. CrossFit at the Crossroads
  • Section B. Business Ethics
  • Case 3. Everyone Does It
  • Case 4. The Audit
  • Section C. Covid-19
  • Case 5. Best Buy’s Strategy to Beat the Pandemic Blues
  • Case 6. Zoom’s Rise amidst the Covid-19 Pandemic
  • Case 7. The Covid-19 Pandemic: Herculean Challenges for Business and CSR
  • Case 8. Verizon—Adapting to a Contactless World
  • Case 9. Scotiabank: Helping Customers and Employees Navigate through the Covid-19 Crisis
  • Case 10. The Storm of Governance Reform at the American Red Cross
  • Case 11. Cooker Industries: A Case of Small Business Sustainability: Last Company Standing: A Case o
  • Case 12. Dick’s Sporting Goods: The Bold Decision to Stop Selling Assault Rifles
  • Case 13. Unilever: Making Sustainable Living Commonplace
  • Section D. Privacy
  • Case 14. Google and the Right to Be Forgotten
  • Case 15. Case Study: Gender Pay Equity
  • Case 16. Managing Diversity at Toyota
  • Section E. International Issues in Strategic Management
  • Case 17. Harley Davidson: An Overreliance on Aging Baby Boomers
  • Case 18. Uber: Feeling the Heat from Competitors and Regulators Worldwide
  • Section F. General Issues in Strategic Management
  • Case 19. The Boston Beer Company: Brewers of Samuel Adams Boston Lager
  • Case 20. Panera Bread Company (2010): Still Rising Fortunes?
  • Case 21. Whole Foods Market 2010: How to Grow in an Increasingly Competitive Market?
  • Case 22. Burger King
  • Case 23. Sonic Restaurants: Does Its Drive-In Business Model Limit Future Growth Potential?
  • Case 24. Restaurant Brands International: Always Playing Second Fiddle with Burger King, Tim Hortons
  • Case 25. Electronic Arts (EA Games): An Overreliance on Console Manufacturers Sony and Microsoft
  • Case 26. Nike, Inc.: Late Arrival to the “Athleisure-Wear” Trend
  • Case 27. Under Armour
  • Case 28. Axis Bank: Calibrating CSR Initiatives for a Sustainable Future
  • Case 29. Best Buy Co. Inc. (2009): Sustainable Customer-Centricity Model?
  • Case 30. Target Corp’s Tarnished Reputation: Failure in Canada and a Massive Data Breach
  • Case 31. Staples: The Fierce Battle between Brick and Mortar vs. Online Sales
  • Case 32. Tesla Motors, Inc.: The First U.S. Car Company IPO since 1956
  • Glossary
  • Name Index
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  • Subject Index
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