Strategic Management and Business Policy
International Edition
7th Edition
Published on 27. November 1999
Book
Paperback/Softback
992 pages
978-0-13-087359-0 (ISBN)
Description
For courses in Strategic Management at the undergraduate senior level, or at the MBA introductory level.
This comprehensive text provides an engaging look into new and traditional strategic management topics. Wheelen and Hunger's thorough coverage of topics helps students develop an understanding of the wide range of theories and research available in this field, from competitive strategy and industry analysis to environmental trends and ethics. Integration of international issues throughout provides an essential understanding of global economics and its impact on business activities in any location. A wealth of real corporate cases helps students apply knowledge to real-world situations.
This comprehensive text provides an engaging look into new and traditional strategic management topics. Wheelen and Hunger's thorough coverage of topics helps students develop an understanding of the wide range of theories and research available in this field, from competitive strategy and industry analysis to environmental trends and ethics. Integration of international issues throughout provides an essential understanding of global economics and its impact on business activities in any location. A wealth of real corporate cases helps students apply knowledge to real-world situations.
More details
Edition
7th edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 253 mm
Width: 200 mm
Thickness: 35 mm
Weight
1735 gr
ISBN-13
978-0-13-087359-0 (9780130873590)
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
Other editions
New editions
Book
01/2002
8th Edition
Pearson
€53.31
Article exhausted; check for reprint
Content
I. INTRODUCTION TO STRATEGIC MANAGEMENT AND BUSINESS POLICY.
1. Basic Concepts of Strategic Management.
2. Corporate Governance and Social Responsibility.
II. SCANNING THE ENVIRONMENT.
3. Environmental Scanning and Industry Analysis.
4. Internal Scanning: Organizational Analysis.
III. STRATEGY FORMULATION.
5. Strategy Formulation: Situation Analysis and Business Strategy.
6. Strategy Formulation: Corporate Strategy.
7. Strategy Formulation: Functional Strategy and Strategic Choice.
IV. STRATEGY IMPLEMENTATION AND CONTROL.
8. Strategy Implementation: Organizing for Action.
9. Strategy Implementation: Staffing and Directing.
10. Evaluation and Control.
V. OTHER STRATEGIC ISSUES.
11. Strategic Issues in Managing Technology and Innovation.
12. Strategic Issues in Entrepreneurial Ventures and Small Businesses.
13. Strategic Issues in Not-for-Profit Organizations.
VI. INTRODUCTION TO CASE ANALYSIS.
14. Suggestions for Case Analysis.
VII. CASES IN STRATEGIC MANAGEMENT.
Section A. Corporate Governance: Questions of Executive Leadership.
The Recalcitrant Director at Byte Products, Inc.: Corporate Legality versus Corporate Responsibility. The Wallace Group.
Section B. Environmental Issues: Questions of Social Responsibility and Ethics.
The Audit. Brookstone Hospice: Heel or Heroine?
Section C. Issues in Strategic Management.
FOOD: Arm & Hammer (1998): Poised for Growth? Tasty Baking Company (1998).
COMPUTER/INTERNET/SOFTWARE: Microsoft Corporation (1998): Growth versus Antitrust. Apple Computer, Inc. (1997): The Second Time Around. Cisco Systems, Inc. (1998). Sun Microsystems, Inc. (1998).
ENTERTAINMENT/TRAVEL: Circus Circus Enterprise, Inc. (1998). The Walt Disney Company (1996): Capital Cities/ABC Merger (Revised). Carnival Corporation (1998). American Council for International Studies (ACIS): Striving to Stay Small.
RECREATION EQUIPMENT: Harley-Davidson, Inc. (1998): The 95th Anniversary. Reebok International, Ltd. (1998): Consumer Revolt.
MAJOR HOME APPLIANCES: The U.S. Major Home Appliance Industry (1996): Domestic versus Global Strategies. Maytag Corporation (1996): Back to Basics. Whirlpool's Quest for Global Leadership. Whirlpool: the First Venture into India.
MASS MERCHANDISING/DEPARTMENT STORES: Kmart Corporation (1998): Still Searching for a Successful Strategy. Wal-Mart Stores, Inc. (1998): Rapid Growth in the 1990s. Nordstrom (1998).
SPECIALTY RETAILERS: The Home Depot, Inc. (1998): Growing the Professional Market. Seven-Eleven Japan: Managing a Network Organization. The Body Shop International PLC and Anita Roddick, OBE (1998).
SMALL/MEDIUM ENTREPRENEURIAL VENTURES: Inner-City Paint Company (Revised). Vermont Teddy Bear, Inc. (1998): Challenges Facing a New CEO.
MANUFACTURING: Sunbeam and Albert J. Dunlap: Maximization of Shareholder Wealth...But At What Cost? Mikromashina of Moscow: Problems and Opportunities of Privatization. A Joint Venture in China: An Expatriate's Experience. Airbus Industrie: Coping with a Giant Competitor.
VIII. CASES IN INTERNATIONAL STRATEGY.
1. Basic Concepts of Strategic Management.
2. Corporate Governance and Social Responsibility.
II. SCANNING THE ENVIRONMENT.
3. Environmental Scanning and Industry Analysis.
4. Internal Scanning: Organizational Analysis.
III. STRATEGY FORMULATION.
5. Strategy Formulation: Situation Analysis and Business Strategy.
6. Strategy Formulation: Corporate Strategy.
7. Strategy Formulation: Functional Strategy and Strategic Choice.
IV. STRATEGY IMPLEMENTATION AND CONTROL.
8. Strategy Implementation: Organizing for Action.
9. Strategy Implementation: Staffing and Directing.
10. Evaluation and Control.
V. OTHER STRATEGIC ISSUES.
11. Strategic Issues in Managing Technology and Innovation.
12. Strategic Issues in Entrepreneurial Ventures and Small Businesses.
13. Strategic Issues in Not-for-Profit Organizations.
VI. INTRODUCTION TO CASE ANALYSIS.
14. Suggestions for Case Analysis.
VII. CASES IN STRATEGIC MANAGEMENT.
Section A. Corporate Governance: Questions of Executive Leadership.
The Recalcitrant Director at Byte Products, Inc.: Corporate Legality versus Corporate Responsibility. The Wallace Group.
Section B. Environmental Issues: Questions of Social Responsibility and Ethics.
The Audit. Brookstone Hospice: Heel or Heroine?
Section C. Issues in Strategic Management.
FOOD: Arm & Hammer (1998): Poised for Growth? Tasty Baking Company (1998).
COMPUTER/INTERNET/SOFTWARE: Microsoft Corporation (1998): Growth versus Antitrust. Apple Computer, Inc. (1997): The Second Time Around. Cisco Systems, Inc. (1998). Sun Microsystems, Inc. (1998).
ENTERTAINMENT/TRAVEL: Circus Circus Enterprise, Inc. (1998). The Walt Disney Company (1996): Capital Cities/ABC Merger (Revised). Carnival Corporation (1998). American Council for International Studies (ACIS): Striving to Stay Small.
RECREATION EQUIPMENT: Harley-Davidson, Inc. (1998): The 95th Anniversary. Reebok International, Ltd. (1998): Consumer Revolt.
MAJOR HOME APPLIANCES: The U.S. Major Home Appliance Industry (1996): Domestic versus Global Strategies. Maytag Corporation (1996): Back to Basics. Whirlpool's Quest for Global Leadership. Whirlpool: the First Venture into India.
MASS MERCHANDISING/DEPARTMENT STORES: Kmart Corporation (1998): Still Searching for a Successful Strategy. Wal-Mart Stores, Inc. (1998): Rapid Growth in the 1990s. Nordstrom (1998).
SPECIALTY RETAILERS: The Home Depot, Inc. (1998): Growing the Professional Market. Seven-Eleven Japan: Managing a Network Organization. The Body Shop International PLC and Anita Roddick, OBE (1998).
SMALL/MEDIUM ENTREPRENEURIAL VENTURES: Inner-City Paint Company (Revised). Vermont Teddy Bear, Inc. (1998): Challenges Facing a New CEO.
MANUFACTURING: Sunbeam and Albert J. Dunlap: Maximization of Shareholder Wealth...But At What Cost? Mikromashina of Moscow: Problems and Opportunities of Privatization. A Joint Venture in China: An Expatriate's Experience. Airbus Industrie: Coping with a Giant Competitor.
VIII. CASES IN INTERNATIONAL STRATEGY.