Strategic Management: Theory & Cases: An Integrated Approach 13th Edition, ISBN-13: 978-0357033845
[PDF eBook eTextbook]
- Publisher: Cengage Learning; 13th edition (May 8, 2019)
- Language: English
- 736 pages
- ISBN-10: 0357033841
- ISBN-13: 978-0357033845
This edition introduces today’s accumulated knowledge of strategic management scholarship in a way that is extremely accessible to students with engaging, cutting-edge research and 31 short and long case studies from well-known, leading global companies. Hill/Schilling/Jones’ STRATEGIC MANAGEMENT, AN INTEGRATED APPROACH: THEORY & CASES, 13E is the digital learning solution that powers students from memorization to mastery. It gives you complete control of your course — to provide engaging content, to customize, to challenge every individual and to build their confidence
Table of Contents:
Part I: INTRODUCTION TO STRATEGIC MANAGEMENT.
1. Strategic Leadership: Managing the Strategy-Making Process for Competitive Analysis.
2. External Analysis: The Identification of Opportunities and Threats. Part II: THE NATURE OF COMPETITIVE ADVANTAGE.
3. Internal Analysis: Resources and Competitive Advantage
4. Building Competitive Advantage Through Functional-Level Strategy. Part III: STRATEGIES.
5. Building Competitive Advantage Through Business-Level Strategy.
6. Business-Level Strategy and the Industry Environment.
7. Strategy and Technology.
8. Strategy in the Global Environment.
9. Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing.
10. Corporate-Level Strategy: Related and Unrelated Diversification. Part IV: IMPLEMENTING STRATEGY.
11. Corporate Governance, Social Responsibility and Ethics.
12. Implementing Strategy through Organization. Part V: Cases in Strategic Management A. Analyzing a Case Study and Writing a Case Study Analysis B. 31 Cases – Expertly written by the authors, this section includes 11 short cases and 20 long cases, covering a wide range of industries, companies and topics.
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 leading companies. He has worked with Microsoft for almost 20 years and continues to be active within that organization. Dr. Hill received his Ph.D. from the University of Manchester in the United Kingdom.
Melissa Schilling is the John Herzog Professor of Management and Organizations at New York University Stern School of Business. Her research focuses on innovation and creativity and addresses topics such as collaboration and technology trajectories in high technology industries that encompass computers, smartphones, biotechnology, electric vehicles and video games. Her innovation textbook, STRATEGIC MANAGEMENT OF TECHNOLOGICAL INNOVATION, is the number one innovation strategy text in the world and is available in seven languages. Her research in innovation and strategy has earned her awards such as the National Science Foundation’s CAREER Award, PICMET’s Leadership in Technology Management Award and the Best Paper in Management Science and Organization Science for 2007 Award. Her research has also appeared in leading academic journals such as Academy of Management Journal, Academy of Management Review, Management Science, Organization Science, Strategic Management Journal, Journal of Economics and Management Strategy and Research Policy. She sits on the editorial review boards of Organization Science, Strategic Organization, Academy of Management Discoveries and Strategy Science. She has also advised companies including IBM, Bloomberg, Siemens and others on strategy and innovation. She received her Ph.D. from the University of Washington, Seattle.
Gareth R. Jones was a Professor of Management in the Lowry Mays College and Graduate School of Business at Texas A&M University. He received his B.A. in Economics/Psychology and his Ph.D. in Management 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 of the major management journals and has co-authored several leading textbooks.
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