
Strategic Management: Creating Competitive Advantages
McGraw-Hill Professional (Publisher)
4th Edition
Published on 16. December 2007
Book
Paperback/Softback
560 pages
978-0-07-338121-3 (ISBN)
Description
Strategic Management: Creating Competitive Advantage, 4th Edition, by the prestigious authors Dess/Lumpkin/Eisner provide solid treatment of traditional topics in strategic management as well as thorough coverage of contemporary topics such as digital & internet strategies, innovation & corporate entrepreneurship, knowledge management, and intellectual assets. 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.
More details
Edition
4th edition
Language
English
Place of publication
United States
Publishing group
McGraw-Hill Education - Europe
Target group
College/higher education
Dimensions
Height: 252 mm
Width: 213 mm
Thickness: 21 mm
Weight
948 gr
ISBN-13
978-0-07-338121-3 (9780073381213)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
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.
G. T. (Tom) Lumpkin is the Chris J. Witting Chair and Professor of Entrepreneurship at Syracuse University in New York. Prior to joining the faculty at Syracuse, Tom was the Kent Hance Regents Endowed Chair and Professor of Entrepreneurship at Texas Tech University. His research interests include entrepreneurial orientation, opportunity recognition, strategy-making processes, social entrepreneurship, and innovative forms of organizing work. He has published numerous research articles in journals such as Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Journal of Business Venturing, and Entrepreneurship: Theory and Practice. He is a member of the editorial review boards of Strategic Entrepreneurship Journal, Entrepreneurship Theory & Practice, and the Journal of Business Venturing. He received his PhD in management from the University of Texas at Arlington and MBA from the University of Southern California.
Alan B. Eisner is Professor of Management and Department Chair, Management and Management Science Department, at the Lubin School of Business, Pace University. He received his PhD in management from the Stern School of Business, New York University. His primary research interests are in strategic management, technology management, organizational learning, and managerial decision making. He has published research articles and cases in journals such as Advances in Strategic Management, International Journal of Electronic Commerce, International Journal of Technology Management, American Business Review, Journal of Behavioral and Applied Management, and Journal of the International Academy for Case Studies. He is the former Associate Editor of the Case Associations peer reviewed journal, The CASE Journal.
G. T. (Tom) Lumpkin is the Chris J. Witting Chair and Professor of Entrepreneurship at Syracuse University in New York. Prior to joining the faculty at Syracuse, Tom was the Kent Hance Regents Endowed Chair and Professor of Entrepreneurship at Texas Tech University. His research interests include entrepreneurial orientation, opportunity recognition, strategy-making processes, social entrepreneurship, and innovative forms of organizing work. He has published numerous research articles in journals such as Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Journal of Business Venturing, and Entrepreneurship: Theory and Practice. He is a member of the editorial review boards of Strategic Entrepreneurship Journal, Entrepreneurship Theory & Practice, and the Journal of Business Venturing. He received his PhD in management from the University of Texas at Arlington and MBA from the University of Southern California.
Alan B. Eisner is Professor of Management and Department Chair, Management and Management Science Department, at the Lubin School of Business, Pace University. He received his PhD in management from the Stern School of Business, New York University. His primary research interests are in strategic management, technology management, organizational learning, and managerial decision making. He has published research articles and cases in journals such as Advances in Strategic Management, International Journal of Electronic Commerce, International Journal of Technology Management, American Business Review, Journal of Behavioral and Applied Management, and Journal of the International Academy for Case Studies. He is the former Associate Editor of the Case Associations peer reviewed journal, The CASE Journal.
Content
Part One: Strategic AnalysisChapter 1 Strategic Management: Creating Competitive AdvantagesChapter 2Analyzing the External Environment of the FirmChapter 3Assessing the Internal Environment of the FirmChapter 4Recognizing a Firm's Intellectual Assets: Moving beyond a Firm's Tangible ResourcesPart Two: Strategic FormulationChapter 5Business-Level Strategy: Creating and Sustaining Competitive AdvantagesChapter 6Corporate-Level Strategy: Creating Value through DiversificationChapter 7International Strategy: Creating Value in Global MarketsChapter 8Entrepreneurial Strategy and Competitive DynamicsPart Three: Strategic ImplementationChapter 9Strategic Control and Corporate Governancehapter 10Creating Effective Organizational DesignsChapter 11Strategic Leadership: Creating a Learning Organization and an Ethical OrganizationChapter 12Managing Innovation and Fostering Corporate EntrepreneurshipChapter 13 Analyzing Strategic Management Cases