Strategic Management: Creating Competitive Advantages with OLC w/ Powerweb Card

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.

Part One: Strategic AnalysisChapter 1: Strategic Management: Creating Competitive AdvantagesChapter 2: Analyzing the External Environment of the FirmChapter 3: Analyzing the Internal Environment of the FirmChapter 4: Recognizing a Firm’s Intellectual Assets: Moving Beyond a Firm’s Tangible Resources Part Two: Strategic FormulationChapter 5: Business-Level Strategy: Creating and Sustaining Competitive AdvantageChapter 6: Corporate-Level Strategy: Creating Value through DiversificationChapter 7: International Strategy: Creating 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 Organization 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 Cases