Strategic management and competitive advantage concepts and cases

For courses in strategy and strategic management. Strategic Management and Competitive Advantage: Concepts and Cases strips out the unnecessary, by presenting material that answers the question: does this concept help students analyse real business situations? Each chapter has four short sections th...

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Detalles Bibliográficos
Otros Autores:	Barney, Jay B., author (author), Hesterly, William S., author
Formato:	Libro electrónico
Idioma:	Inglés
Publicado:	Harlow, England : Pearson Education Limited [2019]
Edición:	Sixth edition ; Global edition
Materias:	Strategic planning. Business planning. Industrial management. Libros electrónicos.
Ver en Biblioteca Universitat Ramon Llull:	https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009670137906719

Tabla de Contenidos:

Cover
Title Page
Copyright Page
Dedication
Brief Contents
Contents
Preface
Acknowledgments
Part 1: THE TOOLS OF STRATEGIC ANALYSIS
CHAPTER 1 What Is Strategy and the Strategic Management Process?
Go, PokÉmon Go
Strategy and the Strategic Management Process
Defining Strategy
The Strategic Management Process
What is Competitive Advantage?
Research Made Relevant: How Sustainable Are Competitive Advantages?
The Strategic Management Process, Revisited
Measuring Competitive Advantage
Accounting Measures of Competitive Advantage
Strategy in Depth: The Business Model Canvas
Economic Measures of Competitive Advantage
Ethics and Strategy: Stockholders Versus Stakeholders
The Relationship Between Economic and Accounting Performance Measures
Emergent Versus Intended Strategies
Why you Need to Know About Strategy
Summary
Challenge Questions
Problem Set
End Notes
CHAPTER 2 Evaluating a Firm's External Environment
How Attractive is the Music Streaming Industry?
Understanding a Firm's General Environment
The Structure‐Conduct‐Performance Model of Firm Performance
Ethics and Strategy: Is a Firm Gaining a Competitive Advantage Good for Society?
A Model of Environmental Threats
Threat from New Competition
Strategy in Depth: Environmental Threats and the S‐C‐P Model
Another Environmental Force: Complements
Industry Structure and Environmental Opportunities
Research Made Relevant: The Impact of Industry and Firm Characteristics on Firm Performance
Strategy in Depth: Network and Empty Core Industries
Opportunities in Fragmented Industries: Consolidation
Opportunities in Emerging Industries: First‐Mover Advantages
Opportunities in Mature Industries: Product Refinement, Service, and Process Innovation.
Opportunities in Declining Industries: Leadership, Niche, Harvest, and Divestment
Summary
Challenge Questions
Problem Set
End Notes
CHAPTER 3 Evaluating a Firm's Internal Capabilities
When a Noun Becomes a Verb
The Resource‐Based View of the Firm
What Are Resources and Capabilities?
Critical Assumptions of the Resource‐Based View
Strategy in Depth: Ricardian Economics and the Resource‐Based View
The VRIO Framework
The Question of Value
Ethics and Strategy: Externalities and the Broader Consequences of Profit Maximization
The Question of Rarity
The Question of Imitability
The Question of Organization
Research Made Relevant: Strategic Human Resource Management Research
Applying the VRIO Framework
Applying the VRIO Framework to Southwest Airlines
Southwest's People‐Management and Competitive Advantage
Imitation and Competitive Dynamics in an Industry
Not Responding to Another Firm's Competitive Advantage
Changing Tactics in Response to Another Firm's Competitive Advantage
Changing Strategies in Response to Another Firm's Competitive Advantage
Implications of the Resource‐Based View
Where Does the Responsibility for Competitive Advantage in a Firm Reside?
Competitive Parity and Competitive Advantage
Difficult‐to‐Implement Strategies
Socially Complex Resources
The Role of Organization
Summary
Challenge Questions
Problem Set
End Notes
End‐of‐Part 1 Cases
Case 1-1: Can SodaStream Disrupt the Carbonated Soft Drink Market?
Case 1-2: True Religion Jeans: Flash in the Pants or Enduring Brand?
Case 1-3: Walmart Stores, Inc.
Case 1-4: Harlequin Enterprises: The Mira Decision
Part 2: BUSINESS‐LEVEL STRATEGIES
CHAPTER 4 Cost Leadership
Brathwait: A Transparent Watchmaker
What is Business‐Level Strategy?
What is Cost Leadership?.
Sources of Cost Advantages
Strategy in Depth: Determining the Optimal Level of Production in an Industry
Research Made Relevant: How Valuable Is Market Share-Really?
Ethics and Strategy: The Race to the Bottom
The Value of Cost Leadership
Cost Leadership and Environmental Threats
Strategy in Depth: The Economics of Cost Leadership
Cost Leadership and Sustained Competitive Advantage
The Rarity of Sources of Cost Advantage
The Imitability of Sources of Cost Advantage
Organizing to Implement Cost Leadership
Organizational Structure in Implementing Cost Leadership
Summary
Challenge Questions
Problem Set
End Notes
CHAPTER 5 Product Differentiation
Who Is Victoria, and What Is Her Secret?
What is Product Differentiation?
Bases of Product Differentiation
Research Made Relevant: Discovering the Bases of Product Differentiation
Product Differentiation and Creativity
The Value of Product Differentiation
Product Differentiation and Environmental Threats
Strategy in Depth: The Economics of Product Differentiation
Product Differentiation and Environmental Opportunities
Ethics and Strategy: Product Claims and the Ethical Dilemmas in Health Care
Product Differentiation and Sustained Competitive Advantage
Rare Bases for Product Differentiation
The Imitability of Product Differentiation
Organizing to Implement Product Differentiation
Organizational Structure and Implementing Product Differentiation
Management Controls and Implementing Product Differentiation
Strategy in Depth: Going in Search of Blue Oceans
Compensation Policies and Implementing Product Differentiation Strategies
Can Firms Implement Product Differentiation and Cost Leadership Simultaneously?
No: These Strategies Cannot Be Implemented Simultaneously.
Yes: These Strategies Can Be Implemented Simultaneously
Summary
Challenge Questions
Problem Set
End Notes
CHAPTER 6 Flexibility and Real Options
Why Is Netflix called Netflix?
What is Strategic Flexibility?
Types of Flexibility
The Value of Strategic Flexibility
Incorporating Risk in Strategic Decision Making
Limitations of Risk Based Decision Making Under Uncertainty
Valuing Flexibility
Strategy in Depth: The Black‐Scholes Model for Valuing Financial Options
Research Made Relevant: The Value of Real Options Thinking
Strategic Flexibility and Sustained Competitive Advantage
Rare and Costly‐to‐Imitate Flexibility
Organizing to Implement Strategic Flexibility
Ethics and Strategy Feature: Treating Employees as Flexible Assets
Summary
Challenge Questions
Problem Set
End Notes
CHAPTER 7 Collusion
A Gas Station Conundrum
What is Collusion?
Ethics and Strategy Feature: The Ethics of Collusion
The Value of Collusion
Colluding to Reduce the Threat of New Competitors
Colluding to Reduce the Threat of Current Competitors
Strategy in Depth: How Colluding Firms Generate Economic Profits
Colluding to Reduce Other Competitive Threats
Collusion and Sustained Competitive Advantage
Ways Firms Can Cheat on Collusive Agreements
Explicit and Tacit Collusion
Industry Attributes and the Threat of Cheating
Research Made Relevant: Sending Signals to Maintain Collusion
Rarity and Costly to Imitate Collusion Strategies
Organizing to Implement Tacit Collusion
Organizational Efficiency
Organizational Self‐Discipline
Summary
Challenge Questions
Problem Set
End Notes
End‐of‐Part 2 Cases
Case 2-1: McDonald's: Comeback in the U.S. Burger Market?
Case 2-2: The Levi's Personal Pair Proposal.
Case 2-3: Papa John's International, Inc.: Growth Challenges
Case 2-4: Ryanair-The Low Fares Airline
Case 2-5: Torrey Nano, Inc.
Case 2-6: Collusion in Major League Baseball
Part 3: CORPORATE STRATEGIES
CHAPTER 8 Vertical Integration
Outsourcing Services
What Is Corporate Strategy?
What Is Vertical Integration?
The Value of Vertical Integration
Strategy in Depth: Measuring Vertical Integration
Vertical Integration and the Threat of Opportunism
Vertical Integration and Firm Capabilities
Vertical Integration and Flexibility
Applying the Theories to the Management of Call Centers
Research Made Relevant: Empirical Tests of Theories of Vertical Integration
Integrating Different Theories of Vertical Integration
Vertical Integration and Sustained Competitive Advantage
The Rarity of Vertical Integration
Ethics and Strategy: The Ethics of Outsourcing
The Imitability of Vertical Integration
Organizing to Implement Vertical Integration
Organizational Structure and Implementing Vertical Integration
Management Controls and Implementing Vertical Integration
Compensation in Implementing Vertical Integration Strategies
Summary
Challenge Questions
Problem Set
End Notes
CHAPTER 9 Corporate Diversification
Diversifying with a Core Mission
What is Corporate Diversification?
Types of Corporate Diversification
Limited Corporate Diversification
Related Corporate Diversification
Unrelated Corporate Diversification
The Value of Corporate Diversification
What Are Valuable Economies of Scope?
Research Made Relevant: How Valuable Are Economies of Scope?
Can Equity Holders Realize These Economies of Scope on Their Own?
Ethics and Strategy: Globalization and the Threat of the Multinational Firm
Corporate Diversification and Sustained Competitive Advantage.
The Rarity of Diversification.

Strategic management and competitive advantage concepts and cases

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