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• Title Page
• Copyright Page
• Dedication Page
• 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: Asean: Regional Trade Associations
• Impact of Sustainability
• Theories of Organizational Adaptation
• Creating a Learning Organization
• Basic Model of Strategic Management
• Environmental Scanning
• Strategy Formulation
• Strategy Implementation
• Evaluation and Control
• 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
• 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: Jcpenney and Innovation
• 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
• Global Issue: Global Business Board Activism at Yahoo!
• Improving Governance
• 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: Marks & Spencer Leads the Way
• 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 Scanning and Industry Analysis
• Aspects of Environmental Scanning
• Identifying External Environmental Variables
• Sustainability Issue: Green Supercars
• Strategic Importance of the External Environment
• Scanning the Societal Environment: Steep Analysis
• Global Issue: SUVS Power on in China
• Identifying External Strategic Factors
• Industry Analysis: Analyzing the Task Environment
• Porter’s 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 Scanning
• 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 for Global Competitive Advantage: ABB VS. Panasonic
• Strategic Marketing Issues
• Innovation Issue: Docomo Moves Against the Grain
• Strategic Financial Issues
• Strategic Research and Development (R&D) Issues
• Strategic Operations Issues
• Strategic Human Resource Management (HRM) Issues
• Strategic Information Systems/Technology Issues
• Sustainability Issue: The Olympic Games—London 2012/Sochi 2014/Rio 2016 & Tokyo 2020
• 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: Has Emirates Reached the Limit of Globalization?
• Innovation Issue: Chegg and College Textbooks
• Sustainability Issue: Strategic Sustainability—ESPN
• Cooperative Strategies
• 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 Electric Car
• 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: Why is Starbucks Afraid of Italy?
• Purchasing Strategy
• Sustainability Issue: How Hot is Hot?
• Innovation Issue: When an Innovation Fails to Live Up to Expectations
• Logistics Strategy
• 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 Control
• Chapter 9 Strategy Implementation: Global Strategy
• International Entry
• International Coordination
• International Strategic Alliances
• Stages of International Development
• International Employment
• 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: a Better Bottle—ecologic Brands
• Achieving Synergy
• How Is Strategy to Be Implemented? Organizing for Action
• Structure Follows Strategy
• Stages of Corporate Development
• Innovation Issue: the P&g Innovation Machine Stumbles
• 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 Create Implementation Problems in Merger
• End of Chapter Summary
• Chapter 12 Evaluation and Control
• Measuring Performance
• Appropriate Measures
• Types of Controls
• Innovation Issue: Solar Power and the Grid
• Activity-Based Costing
• Enterprise Risk Management
• Primary Measures of Corporate Performance
• Sustainability Issue: The End of the Cash Register Receipt
• 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 Student-Written Strategic Audit
• Glossary
• Name Index
• Subject Index