Strategic Management: Planning for Domestic & Global Competition - John Pearce

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Résumé :
Contemporary research in strategic management, with an emphasis on conceptual tools and skills created by scholars and practitioners in the field are evident throughout Strategic Management, 14e. The fourteenth edition of Strategic Management continues to increase the emphasis on planning for domestic and global competition in a global economy that is integral to strategic decision in even the smallest business or organisation on Main Street - in any town worldwide every day. It is specially designed to accommodate the needs of strategy students worldwide in our fast-changing twenty-first century.

Biographie:
The Endowed Chair in Strategic Management and entrepreneurship at Villanova University. In 2004, he was the Distinguished Visiting Professor at ITAM in Mexico City. Previously, Professor Pearce was the Eakin Endowed Chair in Strategic Management at George Mason University and a State of Virginia Eminent Scholar. He received the 1994 Fulbright U.S. Professional Award, which he served at INTAN in Malaysia. Dr. Pearce has taught at Penn State University, West Virginia University, the University of Malta as the Fulbright Senior Professor in international Management, and at the University of South Carolina where he was Director of Ph.D. Programs in Strategic Management. He received a Ph.D. degree in Business Administration and Strategic Management from the Pennsylvania State University.

Sommaire:
PART ONE: Overview of Strategic ManagementChapter 1: Strategic Management PART TWO: Strategy FormulationChapter 2: Company MissionChapter 3: Corporate Social Responsibility and Business EthicsChapter 4: The External EnvironmentChapter 5: The Global EnvironmentChapter 6: Internal Analysis Chapter 7: Long-Term Objectives and StrategiesChapter 8: Business StrategyChapter 9: Multibusiness StrategyPART THREE: Strategy Implementation, Control, and InnovationChapter 10: Implementation Chapter 11: Organizational StructureChapter 12: Leadership and CultureChapter 13: Strategic ControlChapter 14: Innovation and EntrepreneurshipPART FOUR: CasesSHORT CASES1. Bristol Myers Squibb's Growth 2. Competing for NYs Best Lobster Roll 3. J.C. Penny's Uncertain Turnaround 4. Livestrong: Cycling Around Lance Armstrong 5. Southern New Hampshire University 6. WalMart Online: What to do about Amazon.com 7. Wells Fargo's Remarkable Ascent 8. Wendy Aust: Senior Strategy Analyst, Global Strategy AdvantageTRADITIONAL CASES:9. Absolute Vodka 10. Amazon.com: Retailing Giant to High Tech Player? 11. Apple vs. Samsung: IP & Smartphone Patent Wars 12. APEI (A) and APEI (B) 13. Apollo Group: Univ. of Phoenix 14. Barnes & Noble, Inc. 15. Blue Nile Diamond 16. BMW of N. Amr: Dream It! Build It! Drive It! 17. Cargill18. Chipotle 19. Delta Airlines and the Trainer Refinery20. Global Oil & Gas Industry21. Good Hotel22. Google Acquisition of Motorola Mobily23. Lagunitas Brewing Co. 24. Leica Camera: A Boutique Firm Faces a World25. Louis Vuitton26. Movie Exhibition Industry 201327. Netflix (A): The Rebranding and Price Increase Debacle28. Netflix (B): A Strategic Pivot of Mythic Proportion29. Volvo &Geely30. Yahoo: Marissa Mayer's Challenge