Volberda, Morgan and Reinmoeller have joined with Hitt, Ireland and Hoskisson to develop a truly landmark strategic management textbook that is ideally suited for courses in Europe, the Middle East and Africa as well as other global markets. With a new process perspective to supplement the text's trademark integrated approach, Strategic Management: Competitiveness and Globalization provides the most comprehensive and thorough coverage of strategic management now available in the market. Whilst maintaining the strengths and hallmark features of the original work, this new strategy text has been specially prepared to match the modern EMEA curriculum with boosted coverage of implementation issues, analysis of how firms use strategic management tools, techniques and concepts, a balanced emphasis on economics and resource-based perspectives and expanded coverage of comparative governance and organizational renewal. Strategic Management has been shortlisted for the 2011/12 CMI Management Book of the Year awards in the ebook and Management and Leadership Textbook categories. More information about the CMI and the competition can be found here http://yearbook.managers.org.uk/index5.htm.
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PART I: STRATEGIC MANAGEMENT INPUTS 1 Strategic management and strategic competitiveness 2 The external environment 3 The internal organization 4 Integrating internal and external resources PART II: REFINING THE STRATEGIC ACTIONS 5 Business-level strategy 6 Competitive rivalry and competitive dynamics 7 Corporate-level strategy 8 Strategic acquisition and restructuring 9 International strategy 10 Cooperative strategy PART IIII: IMPLEMENTATION OF STRATEGIC ACTIONS 11 Strategic leadership 12 Corporate governance 13 Organizational structure and controls 14 Strategic entrepreneurship 15 Strategic renewal PART IV: INEGRATIVE CASES List of in-text opening and closing cases CHAPTER 1 Opening Case Airbus + Boeing Closing Case The Nano within Tata Group: Tata Motors' rise and a revolution in the global automotive industry CHAPTER 2 Opening Case Indian Oil Corporation Closing Case Does Google have the market power to ignore external pressures? CHAPTER 3 Opening Case Gazprom: Strong pipelines Closing Case RIM at the Edge: Privacy, Protection, Policy and Company Performance CHAPTER 4 Opening Case Muji: Designing with Markets Closing Case Japanese Manga, Publishers and Innovation Models CHAPTER 5 Opening Case Acer Group: Using a "Bare Bones" Cost Structure to Succeed in Global PC Closing Case BMW differentiates with MINI CHAPTER 6 Opening Case Vodafone Group PLC & Competition in the U.K. mobile phone network Closing Case GlaxoSmithKline: finding a balance between GSK's strategic change with tactical implications CHAPTER 7 Opening Case Fosters' Group Diversification into the Wine Business Closing Case The British Broadcasting Corporation (BBC) and Diversification Limits CHAPTER 8 Opening Case Cross-Border Acquisitions: Trends and Patterns Closing Case DaimlerChrysler is Now Daimler AG-The Failed Merger with Chrysler Corporation CHAPTER 9 Opening Case Entry into China by Foreign Firms and Chinese Firms Reaching for Global Closing Case Al Jazeera-Successful Transformation from a Regional to Global Channel CHAPTER 10 Opening Case Using Cooperative Strategies at IBM Closing Case BT and HP-Pursuing a successful strategic alliance CHAPTER 11 Opening Case Selecting a New CEO: The Importance of Strategic Leaders Closing Case Robert Polet, the ice cream man who made Gucci hot again CHAPTER 12 Opening Case Siemens Bribery Closing Case Europe's Enron - Parmalat CHAPTER 13 Opening Case Restructuring Nestle Closing Case Oticon's 'Spaghetti Organization'. CHAPTER 14 Opening Case The continuing innovation revolution at Nokia; The case of car navigation Closing Case The case of the Dutch Life Sciences sector CHAPTER 15 Opening Case Sustained strategic renewal at Royal Dutch Shell plc 1907-2009 Closing Case Novotel's Transformational Renewal Journey
