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Strategic Management: Theory & Cases: An Integrated Approach

Author(s): Charles W. L. Hill | Melissa A. Schilling | Gareth R. Jones

ISBN: 9789355735645

13th Edition

₹895

Binding: Paperback

Pages: 736

Trim Size : 254 x 203 mm

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Consistent with our mission to provide students with the most current and up-to-date account of the changes taking place in the world of strategy and management, there have been significant changes in the 13th edition of Strategic Management: An Integrated Approach. For the 13th edition, further changes were made in content. For example, Chapter 7 contains a more in-depth discussion of direct and indirect network effects and switching costs. In Chapter 8, we discuss how the rapidly changing international trade environment as exemplified by Brexit, the renegotiation of the North American Free Trade Agreement (NAFTA), and ongoing trade disputes between the United States and China, might impact enterprise strategy.

Author-written case studies ensure consistency with the book's presentation and cover small, medium, and large companies from various industries worldwide
Exercises, short cases, and instructor resources offer flexibility for teaching the course
Latest research and scholarly updates prepare students for success as strategic leaders in the changing global economy
This edition offers a rigorous and complete treatment of technology strategy, global strategy, vertical integration, and diversification while remaining accessible
Chapter 11 provides exceptional coverage of governance, social responsibility, and ethics.
In Chapter 9, we added an extensive section on the multiple benefits of horizontal integration and added a section on modularity and platform competition.
Chapter 10 was strengthened by the addition of a section on how agency problems can lead to acquisitions that do not create value.

PART I: INTRODUCTION TO STRATEGIC MANAGEMENT

1. Strategic Leadership: Managing the Strategy-Making Process for Competitive Analysis

2. External Analysis: The Identification of Opportunities and Threats

PART II: THE NATURE OF COMPETITIVE ADVANTAGE

3. Internal Analysis: Resources and Competitive Advantage

4. Building Competitive Advantage Through Functional-Level Strategy

PART III: STRATEGIES

5. Building Competitive Advantage Through Business-Level Strategy

6. Business-Level Strategy and the Industry Environment

7. Strategy and Technology

8. Strategy in the Global Environment

9. Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

10. Corporate-Level Strategy: Related and Unrelated Diversification

PART IV: IMPLEMENTING STRATEGY

11. Corporate Governance, Social Responsibility and Ethics

12. Implementing Strategy through Organization

PART V: CASES IN STRATEGIC MANAGEMENT

A. Analyzing a Case Study and Writing a Case Study Analysis

B. 31 Cases – Expertly written by the authors, this section includes 11 short cases and 20 long cases, covering a wide range of industries, companies and topics.

Charles W. L. Hill

Charles W. L. Hill is the Hughes M. Blake Professor of Business at the University of Washington Business School in Seattle.

Melissa Schilling

Melissa Schilling is the John Herzog Professor of Management and Organizations at New York University Stern School of Business.

Gareth R. Jones

Gareth R. Jones was a Professor of Management in the Lowry Mays College and Graduate School of Business at Texas A&M University.