Strategic Management: Theory and Practice

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Tình trạng: Chỉ còn 1 sản phẩm
Miễn Phí

John A. Parnell (2014)

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 PREFACE

Description of Text
The challenge to lead an organization has never been more demanding. The impact of the global financial crisis of 2008 has lingered well into the 2010s. Ethical crises have plagued a number of well-known companies during this time as well. As a result, the stature of business organizations—particularly large, corporate entities—has declined with consumers demanding greater trust and responsiveness. Firms are expected to both generate satisfactory profits and 
pursue elusive social objectives in an environment marked by increasing government regulation. Managing organizations is complex, challenging, and fraught with uncertainty. Executives and managers at all levels must think strategically and leverage firms resources so effectively. This text draws from all functional areas of business and presents a cohesive strategic management model from a top-level strategic perspective. It is most useful for students with backgrounds in related fields such as management, marketing, finance, accounting, and economics. Unlike many other books on strategic management, the text is organized sequentially around the strategic management process. Readers begin with an assessment of the external environment, including industry, political legal, economic, social, and technological influences on the organization. Within this context, they shift to internal considerations and evaluate the appropriateness of such factors as the mission, ethics, and social responsibility. Armed with a solid understanding of external and internal factors, they consider the content of various strategies at the corporate, business, and functional levels and proceed to formulate the strategy for the organization. Formal and informal influences on strategy execution are evaluated. The text closes with strategic control and a discussion on crisis management, a topic of keen interest in today’s fast-paced business world. The chapters are outlined as follows:
• Foundation (Chapter 1)
• External Environment (Chapters 2–4)
• Internal Environment (Chapter 5)
• Fundamentals of Strategy (Chapters 6–8)
• Strategy Formulation (Chapter 9)
• Strategy Execution (Chapter 10–11)
• Strategic Control and Crisis Management (Chapter 12)
• Case Studies
Global issues are addressed in the various chapters, not as a separate concern. These 
include the nature of global competition and strategic issues like outsourcing and offshoring. The influence of emerging markets such as the BRIC (Brazil, Russia, India, and China) nations is addressed throughout the book. Global icons in the margins alert the reader to these discussions.

Numerous examples—many from the Wall Street Journal—are integrated in the chapters as well. This process orientation is augmented with a strong chapter on ethics and social responsibility before strategy content is addressed.

Key Features 
This book is also distinguished from its peers in that the strategic analysis of a firm (i.e., a case analysis) is viewed as inseparable from the concepts presented in the chapters. As such, the 25 key questions that should be answered as part of a strategic analysis are presented in Case Analysis boxes throughout the text alongside the relevant theory. Strategy at Work boxes provide examples of concepts introduced in the text. They focus on one or several firms and provide sufficient details to promote class discussion as well. Strategy + Business Readings are included at the end of each chapter. These provide advanced and detailed discussions of select topics in the chapters. End of chapter features such as Key Terms, Review Questions and Exercises, Practice Quiz, and Student Study Site provide students with the opportunity to apply concepts they have read about in the chapter. These sections are especially helpful as students prepare for lectures and exams.

Real-Time Cases are brief narratives of well-known firms. They can be used as a starting point for team case projects—as updated information is readily available on the Internet. Alternatively, they can be used as the basis for class discussion, particularly as it relates to analyzing cases.

Traditional Cases are full-length cases that feature small, private, and international enterprises. Although additional research is optional, these cases are self-contained. They can be used for term projects or daily discussions, giving instructors a broader range of assignment options.
The text is also very readable. It provides a comprehensive presentation of current strategic management thinking in a clear and succinct format. This approach enables the professor to cover the entire book in a typical capstone business course while retaining valuable course time for case projects, simulations, discussion of real-time strategic issues, and other activities.

What’s New in This Edition

The fourth edition uses the same strategic management model presented in the previous edition though minor enhancements have been made. The integration of new concepts and the enhancement of existing ones can be seen throughout the chapters, including a large number of global strategy references and a chapter devoted entirely to ethics and social responsibility.
Specifically, key changes to the fourth edition include the following:
• Coverage of ethics and social responsibility has been expanded and integrated with other topics related to organizational direction in Chapter 5.
• Coverage of the external environment has been expanded into two chapters. Chapter 3 
explores political, legal, and economic forces while Chapter 4 discusses social and technological forces. A large number of recent examples have been added. Many of these address the effects of social, technological, and other external forces on firm performance. Others highlight the success and failure of specific firms.
• A new section on emerging trends in Chapter 12 integrates key topics in the text along the themes of global competitiveness, the Internet, sustainability, strategic complexity, and crisis management.
• This edition features 11 new Traditional Cases. Real-Time Cases have been updated as well.
• References have been completely updated, and a large number of new global references have been added to this edition.

Ancillaries
The password-protected Instructor Teaching Site at www.sagepub.com/parnell4e gives instructors access to a full complement of resources to support and enhance their course. The following assets are available on the site:
• Test bank: This Word test bank offers a diverse set of test questions and answers for each chapter of the book. Multiple-choice, true or false, short-answer, and essay questions for every chapter help instructors assess students’ progress and understanding.
• PowerPoint slides: Chapter-specific slide presentations offer assistance with lecture and review preparation by highlighting essential content, features, and artwork from the book.

• Sample syllabi: Two sample syllabi for a semester and a quarter-length class are provided to help professors structure their courses.

• Discussion questions: Chapter-specific questions help launch discussion by prompting students to engage with the material and by reinforcing important content.

• SAGE journal articles: Links to full-text SAGE journal articles provide opportunity for further study in key subject areas.

• Web resources: These links to relevant websites direct both instructors and students to additional resources for further research on important chapter topics. The open-access Student Study Site—available at www.sagepub.com/parnell4e—is designed to maximize student comprehension of the material and to promote critical thinking and application. The following resources and study tools are available on the student portion of the book’s website:
• Answers to end-of-chapter quizzes: Full answers to each chapter quiz are provided on the Student Study Site.

• SAGE journal articles: Links to full-text SAGE journal articles provide opportunity for further study in key subject areas.

• Web resources: These links to relevant websites direct both instructors and students to additional resources for further research on important chapter topics.

• E-flashcards: These study tools reinforce students’ understanding of key terms and con- cepts that have been outlined in the chapters.

• Web quizzes: Flexible self-quizzes allow students to independently assess their progress in learning course material.

 

CONTENTS

Preface ......................................................................................................xv
About the Author...................................................................................... xix
1. Fundamentals of Strategic Management ...............................................1
2. Industry Competition .............................................................................27
3. The External Environment: Political-Legal and Economic Forces .......53
4. The External Environment: Social and Technological Forces ...............79
5. The Organization: Ethics and Corporate Social Responsibility............ 117
6. Corporate-Level Strategies ...................................................................151
7. Business Unit Strategies....................................................................... 183
8. Functional Strategies............................................................................ 219
9. Strategy Formulation ............................................................................247
10. Strategy Execution: Structure............................................................. 271
11. Strategy Execution: Strategic Change, Culture, and Leadership ........293
12. Strategic Control and Crisis Management.......................................... 327
Appendix.................................................................................................. 353
Case Analysis ...........................................................................................354
Real-Time Cases...................................................................................... 361
Traditional Cases...................................................................................... 395
Glossary ....................................................................................................611
Index .........................................................................................................621

 

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