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Book details
ISBN: 9780078029318 / 0078029317
Division: Higher Education
Pub Date: SEP-11
Pages: 912

Copyright: 2012
Edition: 6
Format: Hardback
   
Strategic Management: Text and Cases

Gregory Dess, G.T. (Tom) Lumpkin, Alan Eisner, Gerry McNamara


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About the book

Strategic Management: Text and Cases, sixth Edition, by the prestigious authors Dess/Lumpkin/Eisner and new co-author Gerry 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, businesses' use of blogs and social networking sites and more. The text is rounded off by rich, relevant, and teachable cases. This text's accessible writing style and wealth of new and updated illustrations, which clarify the most difficult topics, make this text the best 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.

Key features

  • Connect Management® – This text is now supported by Connect®, McGraw-Hill's web-based assignment and assessment platform that connects you and your students to the coursework. In addition to quizzes, Connect® allows instructors to assign auto-graded Interactive Application exercises per chapter that drill students in the use of application of concepts and tools of strategic analysis and they receive immediate feedback. Ask your McGraw-Hill rep for a demo today. Half of all cases are supported by special case exercises that call upon students to think strategically and complete a strategic analysis to arrive at pragmatic, analysis-based action recommendations for improving company performance. Additionally, Financial ratio analysis exercises are provided.
  • New Co-Author Gerry McNamara of Michigan State University - Gerry has an outstanding record as a strategy scholar and his writing style is consistent with that of the other authors on this book. Gerry lend great insight, and new perspectives to the development of this new Sixth Edition.
  • New Learning from Mistakes – All of the 12 opening Learning from Mistakes are totally new for this edition. Unique to this text, these vignettes are all examples of what can go wrong, and they serve as an excellent vehicle for clarifying and reinforcing strategy concepts. After all, what can be learned if one simply admires perfection!
  • New Strategy Spotlights (sidebar examples) – more than 50% of all Strategy Spotlight examples are brand new, and many others have been thoroughly updated. With 103 Spotlights – this text provides by far the most sidebar examples in the strategy market. We are still able to conserve space because we focus on bringing the most important strategy concepts to life in a concise and highly readable manner. We work hard to eliminate unnecessary detail that detracts from the main point we are trying to make.
  • New increased focus on ethics, environmental sustainability, and crowdsourcing – Delivered via Strategy Spotlights, Strategic Management now emphasises these issues that are critical in today's leading–edge organizations more clearly. 10 “Spotlights” on ethics include such issues as the role of nongovernmental organisations (NGOs) as an important stakeholder group (Ch. 1) and why Warren Buffet felt that his purchase of Berkshire Hathaway was a $200 billion blunder (Ch. 6). Also included are 10 “Spotlights” on environmental sustainability, such as Timberland's detoxification initiative as a means to create an efficient supply chain (Ch. 3) and why Shell's innovative gasoline product worked in Thailand–but failed miserably in Holland (Ch. 7). Finally, there are 8 “Spotlights” on crowdsourcing. These include topics such as how Goldcorp used crowdsourcing to strike gold (literally!) (Ch. 1) and how IBM's “Innovation Jam” helped it create new products and services (Ch. 12).
  • New Exhibits – New exhibits have been added in the text and many have been revised and updated. This, along with the two four–color pictures in each chapter, aids learning and improves visual appeal. To further enhance readability and impact, the authors have worked hard to write short paragraphs and provide many indented examples throughout the book.
  • Updated Contemporary Management Topics – This edition has been thoroughly updated to reflect the latest management thought and research. Contemporary topics such as intellectual assets, entrepreneurship, innovation, knowledge management, Internet strategies, crowdsourcing, environmental sustainability, businesses’ use of blogs and social networking sites, why old technologies don't simply “fade away,” how anti–takeover measures may benefit stakeholders other than management, taking advantage of arbitrage opportunities, the sustainability of competitive advantages updated, the cycle of actions and responses when a new player enters a competitive marketplace, governance issues such as principal–principal conflicts, reverse innovation, integrative thinking developed in Roger Martin's book, The Opposable Mind, Christensen's work on innovation– how to manage different types of innovative activity, and so on are combined with solid treatment of traditional topics.
  • Updated Case Lineup – This edition provides 4 new cases and 27 cases have been updated significantly to “maximise freshness” and minimize instructor preparation time. In the Sixth Edition, about half of the 36 cases are author-written cases. Many of the favorite cases from the Fifth Edition have been updated such as Southwest, JetBlue, General Motors, Ford, Apple, eBay, and many others to further engage students. New cases for this edition include well known companies such as Yahoo!, the movie exhibition industry, Geely Automotive, and microfinance banks.
  • CREATE, our NEW Custom Textbook Option
    Craft your teaching resources to match the way you teach! With McGraw-Hill Create, www.mcgrawhillcreate.com/dess, you can easily rearrange chapters, combine material from other content sources, and quickly upload content you have written like your course syllabus or teaching notes. Find the content you need in Create by searching through thousands of leading McGraw-Hill textbooks. Arrange your book to fit your teaching style. Create even allows you to personalize your book's appearance by selecting the cover and adding your name, school, and course information. Order a Create book and you'll receive a complimentary print review copy in 3𔃃 business days or a complimentary electronic review copy (eComp) via email in about one hour. Go to www.mcgrawhillcreate.com today and register. Experience how McGraw–Hill Create empowers you to teach your students your way.
  • Tegrity Campus - is a service that makes class time available all the time by automatically capturing every lecture in a searchable format for students to review when they study and complete assignments. With a simple one-click start and stop process, you capture all computer screens and corresponding audio. Students replay any part of any class with easy-to-use browser-based viewing on a PC or Mac.
  • Traditional Organizing Framework – The traditional organising framework includes crisply-written chapters that address contemporary topics. Strategic Management is divided into chapters in the traditional sequence: analysis, formulation, and implementation.
  • Unique Chapters – The authors provide chapters on such timely topics as intellectual capital and knowledge management, entrepreneurial strategy and competitive dynamics, and fostering corporate entrepreneurs and new ventures.
  • Clear, Concise, and Timely – Key strategic concepts are introduced in a clear and concise manner and followed by timely and interesting examples from business practice. These concepts include Porter's Five–Forces, the Value Chain, the resource based view of the firm, competitive advantage, boundary–less organisations, digital strategies, ethics, corporate governance, and entrepreneurship.
  • Strategic Management Spotlight – Students who take a strategic management course need a thorough grounding in ethics, globalization and technology. In response to this, the authors thoroughly weave these themes into every chapter of the text, as part of the text flow and within the “Strategy Spotlight” boxes that appear in every chapter.
  • Implications for Small Businesses – Many key text concepts are applied to start-up firms and smaller businesses, which is particularly important and relevant given the fact that many students will begin their professional careers in just these kinds of smaller firms.
  • Author-Prepared, Prep-Time Reducing Instructor Manual and Test Bank – Unique in this market, the authors are preparing their own Instructor Manual and Test Bank with the primary goal to save instructors prep time! While many books outline or summarize the text materials, Dess/Lumpkin/Eisner/McNamara focus on “value added” materials. Each chapter includes many suggested questions to spur in-class discussion as well as three teaching tips for each chapter to further stimulate debate and practical applications of course concepts. In addition, there are many examples and “war stories” to provide illustrations of key concepts—that are not found in the text. Reviewers consistently rate the Dess IM the best one available in this market.
  • Diverse Case Lineup – This text provides a great variety in length of cases from a variety of sources including Harvard Business School, IVEY, and NACRA and over 50% of text author written cases. The case studies span a wide variety of industries including aviation, automotive, restaurant, retail, casinos, entertainment, and nonprofit. Most cases (the hypothetical cases are the exception) include financials. Approximately half of the cases are supported by case videos. New cases for this edition include well known companies such as: Yahoo!, the movie exhibition industry, Geely Automotive, and microfinance banks.
  • Reflecting on Career Implications – Every chapter provides 4 – 6 examples on how understanding of key concepts helps business students early in their careers. This unique feature, located before the Summary of each chapter, shows students the immediate relevance and value of studying and understanding strategy concepts. E.g. Ch. 3 shows students how to apply the Value Chain Matrix to students own lives. “How do you as the student add value to your organization' How could you add more value'” are a great new way to engage students in this course.
  • Marginal Key Terms – Key Terms for each chapter are defined in the margins have been added to improve student understanding of core strategy concepts. The Key Terms are also listed in the end-of-chapter material with page references.
  • Strategy Simulations: The Business Strategy Game & GLO-BUS are Fun, Easy and Effective. Both BSG & GLO-BUS empower students to design a strategy aimed at winning a competitive advantage for their company in head-to-head competition against companies run by their classmates. Students apply textbook and lecture concepts while battling for market share and industry leadership. Both simulations are global in nature and have conceptually-strong Assurance of Learning Reports that can be used to support accreditation by such bodies as the AACSB and ACBSP. For more information, a virtual tour, or to sign up for live demo with the simulation authors, please visit www.mhhe.com/thompsonsims.

    The Business Strategy Game (BSG) is McGraw-Hill Irwin's online strategy simulation modeled around the athletic footwear industry. Students' strategy and decision-making skills are put to the test as they develop business plans and compete against each other for market share. In BSG, production occurs in multiple plants, there are 12 market segments, inventory must be managed at 4 distribution centers, and players work to develop a sales forecast based on their competitive strategy while always keeping their rivals in mind. BSG is a contemporary high-tech strategy simulation students readily identify with and understand. Please visit: www.mhhe.com/thompsonsims to learn more.

    GLO-BUS is McGraw-Hill/Irwin's online strategy simulation modeled around the digital camera industry. Students' strategy- and decision-making skills are put to the test as they develop business plans and compete against each other for market share. GLO-BUS is less complex than McGraw-Hill/Irwin's Business Strategy Game (BSG). In GLO-BUS, production occurs in a single plant, there are 8 market segments, there is no inventory to manage since cameras are built-to-order and shipped, and sales forecasting is simpler. There are also less decision variables, which allow instructors the flexibility to incorporate more cases into the class. GLO-BUS is a contemporary high-tech strategy simulation students readily identify with and understand. Please visit: www.mhhe.com/thompsonsims to learn more.

  • Table of contents


    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: Recognising 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 Organisational 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: Analysing Strategic Management Cases
    Cases
    Robin Hood
    Edward Marshall Boehm, Inc.
    The Skeleton in the Corporate Closet
    The Best–Laid Incentive Plans
    Growing for Broke
    American International Group & the Bonus Fiasco
    United Way of America
    General Motors
    Heineken
    McDonald's
    World Wrestling Entertainment
    Yahoo!
    QVC
    Johnson & Johnson
    Samsung Electronics
    Movie Exhibition Industry 2011
    Reader's Digest
    Ford Motor Company
    FreshDirect
    Apple Inc.: Taking a Bite Out of the Competition
    Southwest Airlines: Does “LUV” last'
    Ebay in Asia
    Mattel
    Nintendo's Wii
    Weight Watchers
    Pixar
    Proctor & Gamble
    Geely Automobile
    Ann Taylor
    Jamba Juice
    Build–A–Bear Workshop
    JetBlue Airlines: Getting Blue again'
    Casino Industry in 2011
    Dippin' Dots Ice Cream+
    Micro Finance Banks
    Green Mountain Coffee Roasters and Keurig Coffee

     

     

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