Strategic Management (with CengageNOW and ebook Access Card)

Henk W. Volberda is Professor of Strategic Management and Business Policy and Director Knowledge Transfer at the Rotterdam School of Management, Erasmus University where he previously served as Chair of the Department of Strategic Management and as Vice-Dean of the Business School. He is director of the Erasmus Strategic Renewal Centre (ESR) and Fellow and Director of the Strategy Research Program of the Erasmus Research Institute of Management (ERIM). He is also Chairman of the Executive Board and Scientific Director of the top institute INSCOPE: Research for Innovation, and Board member of the Netherlands Institute for Social Innovation (NCSI). Moreover, he is Vice-President of the European Academy of Management (EURAM) and Chair of the Interest Group Strategic Management. Patrick Reinmoeller is Professor of Strategic Management at Cranfield University's Cranfield School of Management. As Visiting Professor at ICS and IIR, Hitotsubashi University (Tokyo), LIUC University Castellanza (Italy) and St. Gallen University (Switzerland) he has lead workshops with practitioners, graduate students and PhD seminars. Dr. Reinmoeller is a member of the editorial board of the International Journal of Learning and Intellectual Capital, International Journal of Technology Intelligence and Planning, International Journal of Strategic Change Management. He reviews for Academy of Management Review, Organization Science, Organization Studies, MIT Sloan Management, Journal of Management Studies, and other leading journals, and he has won reviewer awards at the Academy of Management. He is active in executive education and consulting in the areas of strategy development, implementation, and innovation. He has worked with organizations such as Atos Origin, GSK Biologicals, IAEA, KPN, Schlumberger, Philips and others. Distinguished Professor Michael A. Hitt holds Chairs in Business Leadership and New Ventures at Texas A&M University and received his Ph.D. from the University of Colorado. His recent publications include Downscoping: How to Tame the Diversified Firm (Oxford University Press), Strategic Management: Competitiveness and Globalization (South-Western), and Creating Value Through Mergers and Acquisitions (Oxford University Press). His journal articles have appeared in such journals as the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Applied Psychology, Organization Studies, Journal of Management Studies and Journal of Management. He has served on the editorial review boards of several journals, including Academy of Management Journal, Academy of Management Executive, Journal of Applied Psychology, Journal of World Business and Journal of Applied Behavioral Sciences. Furthermore, he served as consulting editor (1988-90) and editor (1991-1993) of Academy of Management Journal. He was co-editor of a 1995 special issue for Strategic Management Journal on Technological Transformation and the New Competitive Landscape. He has been or is currently a co-editor for special issues of Strategic Management Journal, Academy of Management Review, Journal of Engineering and Technology Management, and Academy of Management Executive. He is a past president of the Academy of Management. He received the 1996 Award for Outstanding Academic Contributions to Competitiveness and the 1999 Award for Outstanding Intellectual Contributions to Competitiveness Research, awarded by the American Society for Competitiveness. He is a member of the Academy of Management Journal's Hall of Fame and a Fellow in the Academy of Management. Robert E. Hoskisson is the George R. Brown Emeritus Chair of Strategic Management at the Jesse H. Jones Graduate School of Business, Rice University. Dr. Hoskisson received his Ph.D. from the University of California-Irvine. His research topics focus on corporate governance, acquisitions and divestitures, corporate and international diversification and cooperative strategy. He teaches courses in corporate and international strategic management, cooperative strategy and strategy consulting. He has co-authored 34 books. Dr. Hoskisson has served on several editorial boards for such publications as the Strategic Management Journal (Associate Editor), Academy of Management Journal (Consulting Editor), Journal of International Business Studies (Consulting Editor), Journal of Management (Associate Editor), Organization Science and Journal of Management Studies (Special Issue Guest Editor). His research has appeared in more than 130 publications, including the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Organization Science, Journal of Management, Academy of Management Perspective, Academy of Management Executive, Journal of Management Studies, Journal of International Business Studies, Journal of Business Venturing, Leadership Quarterly, Organization Studies, Strategic Management Review, Entrepreneurship Theory and Practice, California Management Review and Journal of World Business. The Academy of Management Learning and Education lists him among the most highly cited authors in strategic management texts. He is also included in the Thomson Reuters Highly Cited Researcher list that catalogues the world�s most influential research scholars. Dr. Hoskisson is a fellow of the Academy of Management and a charter member of the Academy of Management Journal�s Hall of Fame. Robert E. Morgan is holds the Sir Julian Hodge Chair and is Professor of Marketing and Strategy at Cardiff Business School, Cardiff University. He has been Visiting Scholar at INSEAD and Visiting Professor at the ALBA Graduate School of Business. Having published more than one hundred scholarly articles in marketing, his recent research focuses on mainstream strategy and the marketing and strategy interface. From this research articles from his: capabilities-based projects have appeared in the Strategic Management Journal, Journal of Business Research and Long Range Planning; international entrepreneurship projects have appeared in the Journal of the Academy of Marketing Science and the Journal of International Marketing; and, organizational learning projects have appeared in the Journal of Management Studies, British Journal of Management and Industrial Marketing Management. He is the recipient of many research distinctions and excellence awards for his management writing and teaching. He serves on the Editorial Review Boards of six international journals and was, until recently, Co-Editor of International Marketing Review. Rob Morgan has been engaged as a Special UK Government Advisor since 1997 drawing upon his research expertise in international entrepreneurship. He has conducted extensive government advisory work ranging from the carrying out of tailored primary research activities through to project impact, evaluation and assessment of policy initiatives. R. Duane Ireland is a University Distinguished Professor Emeritus in Mays Business School, Texas A&M University, where he held the Benton Cocanougher Chair in Business. He has also served in various leadership roles, including head of the Department of Management, executive associate dean, acting dean and interim dean. Dr. Ireland taught strategic management courses at all educational levels. He has more than 200 publications, including approximately 25 books. His research focuses on diversification, innovation, corporate entrepreneurship, strategic entrepreneurship and the informal economy. He also has served on multiple editorial review boards and is a former editor of the Academy of Management Journal. He is also a former consulting editor for the Academy of Management Executive, and he has been a guest editor for 13 special issues of journals. Dr. Ireland is a past president of the Academy of Management. He is a fellow of the Academy of Management and the Strategic Management Society, and is a research fellow with the Global Consortium of Entrepreneurship Centers. The Academy of Management Learning and Education lists him as among the most highly cited authors in strategic management texts. He has received awards for the best article published in Academy of Management Executive, the Academy of Management Journal, and the Journal of Applied Management and Entrepreneurship. He received an Association of Former Students Distinguished Achievement Award for Research from Texas A&M University. For five years Thomson Reuters has identified Dr. Ireland as a Thomson Reuters Highly Cited Researcher (a list of the world�s most influential researchers). He has also received two Distinguished Service awards from the Academy of Management.

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 Nestl�
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