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Strategic Management: Text and Cases, Seventh Edition, written by the well respected authors Dess/Lumpkin/Eisner/McNamara provide solid treatment of traditional topics in strategic management as well as thorough coverage of contemporary topics such intellectual assets, entrepreneurship, innovation, knowledge management, internet strategies, crowdsourcing, environmental sustainability. The accessible writing style and wealth of new and updated illustrations, which clarify the most difficult topics, make this title an excellent resource for your students.
The new case selections emphasise variety, currency, and familiar company names. The cases are up-to-date in terms of both financial data and strategic issues. This group of cases gives both instructors and students unparalleled quality and variety. Based on consistent reviewer feedback, these selections combine comprehensive and shorter length cases about well known companies.
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Gregory G. Dess is the Andrew R. Cecil Endowed Chair in Management at the University of Texas at Dallas. His primary research interests are in strategic management, organizationenvironment relationships, and knowledge management. He has published numerous articles on these subjects in both academic and practitioneroriented journals. He also serves on the editorial boards of a wide range of practitioner-oriented and academic journals. In August 2000, he was inducted into the Academy of Management Journal s Hall of Fame as one of its charter members. Professor Dess has conducted executive programs in the United States, Europe, Africa, Hong Kong, and Australia. During 1994 he was a Fulbright Scholar in Oporto, Portugal. In 2009, he received an honorary doctorate from the University of Bern (Switzerland). He received his PhD in Business Administration from the University of Washington(Seattle) and a BIE degree from Georgia Tech.Contenuti:
PART ONE: STRATEGIC ANALYSIS
Chapter 1: Strategic Management: Creating Competitive Advantages
Chapter 2: Analysing the External Environment of the Firm
Chapter 3: Assessing the Internal Environment of the Firm
Chapter 4: Recognizing a Firm's Intellectual Assets: Moving beyond a Firm's Tangible Resources
PART TWO: STRATEGIC FORMULATION
Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages
Chapter 6: Corporate-Level Strategy: Creating Value through Diversification
Chapter 7: International Strategy: Creating Value in Global Markets
Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
PART THREE: STRATEGIC IMPLEMENTATION
Chapter 9: Strategic Control and Corporate Governance
Chapter 10: Creating Effective Organizational Designs
Chapter 11: Strategic Leadership: Creating a Learning Organisation and an Ethical Organisation
Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship
PART FOUR: CASE ANALYSIS
Chapter 13: Analyzing Strategic Management Cases
Edward Marshall Boehm, Inc.
American International Group and the Bonus Fiasco
The Casino Industry
Apple Inc.: Still Taking a Bite Out of the Competition?
Weight Watchers International Inc.
World Wrestling Entertainment
eBay: Expanding into China
Microfinance: Going Global... and Going Public?
The Movie Exhibition Industry 2013
Is Dippin' Dots Frozen Out
Johnson & Johnson
The Boston Beer Company
Southwest Airlines: Is Luv Soaring or Sour?
JetBlue Airlines: Getting Over the “Blues?”
Beiersdorf AG: Expanding Nivea's Global Reach
Backers Beware: Kickstarter Is Not A Store
The Windsurfing Industry
Procter & Gamble
FreshDirect: Is It Really Fresh?
Is One Ford Really Working?
Campbell: Is the Soup Still Simmering?
United Way Worldwide
Keurig: Convenience, Choice, and Competitive Brands
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