Strategic Management Concepts and Cases Competitiveness and Globalization 13th Edition by Michael Hitt, Duane Ireland, Robert Hoskisson isbn 0357033833 9780357033838

Chapter 1. Strategic Management and Strategic Competitiveness

1-1. The Competitive Landscape

1-2. The I/O Model of Above-Average Returns

1-3. The Resource-Based Model of Above-Average Returns

1-4. Vision and Mission

1-5. Stakeholders

1-6. Strategic Leaders

1-7. The Strategic Management Process

Chapter 2. The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis

2-1. The General, Industry, and Competitor Environments

2-2. External Environmental Analysis

2-3. Segments of the General Environment

2-4. Industry Environment Analysis

2-5. Interpreting Industry Analyses

2-6. Strategic Groups

2-7. Competitor Analysis

2-8. Ethical Considerations

Chapter 3. The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages

3-1. Analyzing the Internal Organization

3-2. Resources, Capabilities, and Core Competencies

3-3. Building Core Competencies

3-4. Outsourcing

3-5. Competencies, Strengths, Weaknesses, and Strategic Decisions

Chapter 4. Business-Level Strategy

4-1. Customers: Their Relationship with Business-Level Strategies

4-2. The Purpose of a Business-Level Strategy

4-3. Business Models and their Relationship with Business-Level Strategies

4-4. Types of Business-Level Strategies

Chapter 5. Competitive Rivalry and Competitive Dynamics

5-1. A Model of Competitive Rivalry

5-2. Competitor Analysis

5-3. Drivers of Competitive Behavior

5-4. Competitive Rivalry

5-5. Likelihood of Attack

5-6. Likelihood of Response

5-7. Competitive Dynamics

Chapter 6. Corporate-Level Strategy

6-1. Levels of Diversification

6-2. Reasons for Diversification

6-3. Value-Creating Diversification: Related Constrained and Related Linked Diversification

6-4. Unrelated Diversification

6-5. Value-Neutral Diversification: Incentives and Resources

6-6. Value-Reducing Diversification: Managerial Motives to Diversify

Chapter 7. Merger and Acquisition Strategies

7-1. The Popularity of Merger and Acquisition Strategies

7-2. Reasons for Acquisitions

7-3. Problems in Achieving Acquisition Success

7-4. Effective Acquisitions

7-5. Restructuring

Chapter 8. International Strategy

8-1. Identifying International Opportunities

8-2. International Strategies

8-3. Environmental Trends

8-4. Choice of International Entry Mode

8-5. Risks in an International Environment

8-6. Strategic Competitiveness Outcomes

8-7. The Challenge of International Strategies

Chapter 9. Cooperative Strategy

9-1. Strategic Alliances as a Primary Type of Cooperative Strategy

9-2. Business-Level Cooperative Strategy

9-3. Corporate-Level Cooperative Strategy

9-4. International Cooperative Strategy

9-5. Network Cooperative Strategy

9-6. Competitive Risks with Cooperative Strategies

9-7. Managing Cooperative Strategies

Chapter 10. Corporate Governance

10-1. Separation of Ownership and Managerial Control

10-2. Ownership Concentration

10-3. Board of Directors

10-4. Market for Corporate Control

10-5. International Corporate Governance

10-6. Governance Mechanisms and Ethical Behavior