Strategic Management: Text and Cases with OLC with Premium Content Card
2nd Edition
Published on 16. February 2005
Book
Hardback
960 pages
978-0-07-313617-2 (ISBN)
Description
Strategic Management: Text and Cases, 2nd Edition, by Dess/Lumpkin/Eisner is both readable and rigorous - written for today's student. A rocket-ship in its first edition, the revision continues to provide solid treatment of traditional topics in strategic management, as well as contemporary topics like entrepreneurship, knowledge management, and internet strategies. The prestigious author team understands the importance of thorough, modern concepts illustrated by rich, relevant and teachable cases. The new case selections emphasize 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.
More details
Edition
2nd edition
Language
English
Place of publication
United States
Publishing group
McGraw-Hill Education - Europe
Target group
College/higher education
Dimensions
Height: 264 mm
Width: 203 mm
Thickness: 37 mm
Weight
1898 gr
ISBN-13
978-0-07-313617-2 (9780073136172)
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
TextPart One: Strategic AnalysisChapter 1: Strategic Management: Creating Competitive AdvantageChapter 2: Analyzing the External Environment of the FirmChapter 3: Analyzing the Internal Environment of the FirmChapter 4: Recognizing a Firm's Intellectual AssetsPart Two: Strategic FormulationChapter 5: Business-Level Strategy: Creating and Sustaining Competitive AdvantageChapter 6: Corporate-Level Strategy: Creating Value through DiversificationChapter 7: International Strategy: Creative Value in Global MarketsChapter 8: Digital Business Strategy: Leveraging Internet and e-Business CapabilitiesPart Three: Strategic ImplementationChapter 9: Strategic Control and Corporate GovernanceChapter 10: Creating Effective Organizational DesignsChapter 11: Strategic Leadership: Creating a Learning Environment and an Ethical OrganizationChapter 12: Managing Innovation and Fostering Corporate EntrepreneurshipChapter 13: Recognizing Opportunities and Creating New VenturesPart Four: Case AnalysisChapter 14: Analyzing Strategic Management CasesCases1.Adolph Coors in the Brewing Industry (Classic Harvard Case)2. American Red Cross to 2002 (A) (New)3.American Red Cross, 2002-2004 (B) (New)4.Atari and Infogrames Entertainment SA (New)5.Ben & Jerry's Homemade, Inc.: Passing the Torch6.The Best-Laid Incentive Plans (Harvard Mini Case)7.Carly Fiorina: The Reinvention of Hewlett-Packard8.Challenges Brewing at Breckenridge Brewery9.Chiquita's Global Turnaround (New)10.Crown Cork and Seal in 1989 (Classic Harvard Case)11.Dippin' Dots Ice Cream (New)12.eBay: King of the Online Auction Industry13.Edward Marshall Boehm14.Ford Motor Company in 2004: Entering a Second Century of Existence (New)15.FreshDirect (New)16.General Motors (New)17.Go Global - or No? (Harvard Mini Case)18.Green Mountain Coffee Roasters (New for 2004)19.Growing for Broke (Harvard Mini Case)20.Heineken (New)21.Jay's Foods LLC22.JetBlue Airways: Is "High Touch Service" the Key Driver for JetBlue's Future Success? (New)23.Johnson & Johnson (New)24.The Lincoln Electric Company, 198925.McDonald's(New)26.Microsoft's Battle for the Living Room: The Trojan Horse - the Xbox (New)27.Nokia's Strategic Intent for the 21st Century (New)28.Outback Steakhouse Goes International29.Panera Bread Company: A Case Study (New)30.Pixar Animation Studios (New)31.Procter & Gamble (New)32.Robin Hood33.Samsung Electronics (New)34.Schoolhouse Lane Estates (New)35.Segway: A New Dimension in Human Transportation (New)36.The Skeleton in the Corporate Closet (Harvard Mini Case)37.Southwest Airlines: How Much Can "LUV" Do? (New)38.Starbucks Corporation: Competing in the Global Market (New)39.Toys `R Us Moving into 2004 (New)40.Trouble in Paradise (Harvard Mini Case)41.Wal-Mart's Strategy for the 21st Century: Sustaining Dominance (New)42.World Wrestling Entertainment (New)43.Yahoo! (New)44.Yum! Brands, Pizza Hut, and KFC (New)