LEADER 13169nam 2200601 450 001 9910154775403321 005 20230807210037.0 010 $a1-292-07008-0 035 $a(CKB)2670000000606858 035 $a(MiAaPQ)EBC5174895 035 $a(MiAaPQ)EBC5138005 035 $a(MiAaPQ)EBC5483187 035 $a(Au-PeEL)EBL5138005 035 $a(OCoLC)1024285342 035 $a(EXLCZ)992670000000606858 100 $a20190320d2015 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aStrategic management and competitive advantage $econcepts and cases /$fJay B. Barney, William S. Hesterly 205 $aFifth edition, Global edition. 210 1$aBoston :$cPearson,$d[2015] 210 4$d©2015 215 $a1 online resource (594 pages) 300 $aIncludes indexes. 311 $a1-292-06008-5 311 $a1-322-66587-7 327 $aCover -- Title -- Copyright -- Contents -- Part 1 The Tools of Strategic Analysis -- Chapter 1 What Is Strategy and the Strategic Management Process? -- Opening Case: Why Are These Birds So Angry? -- Strategy and the Strategic Management Process -- Defining Strategy -- The Strategic Management Process -- What Is Competitive Advantage? -- Research Made Relevant: How Sustainable Are Competitive Advantages? -- The Strategic Management Process, Revisited -- Measuring Competitive Advantage -- Accounting Measures of Competitive Advantage -- Strategy in Depth: The Business Model Canvas -- Economic Measures of Competitive Advantage -- The Relationship Between Economic and Accounting Performance Measures -- Emergent Versus Intended Strategies -- Ethics and Strategy: Stockholders Versus Stakeholders -- Strategy in the Emerging Enterprise: Emergent Strategies and Entrepreneurship -- Why You Need to Know About Strategy -- Summary -- Challenge Questions -- Problem Set -- End Notes -- Chapter 2 Evaluating a Firm's External Environment -- Opening Case: iTunes and the Streaming Challenge -- Understanding a Firm's General Environment -- The Structure-Conduct-Performance Model of Firm Performance -- Ethics and Strategy: Is a Firm Gaining a Competitive Advantage Good for Society? -- A Model of Environmental Threats -- Threat from New Competition -- Strategy in Depth: Environmental Threats and the S-C-P Model -- Threat from Existing Competitors -- Threat of Substitute Products -- Threat of Supplier Leverage -- Threat from Buyers' Influence -- Environmental Threats and Average Industry Performance -- Another Environmental Force: Complementors -- Research Made Relevant: The Impact of Industry and Firm Characteristics on Firm Performance -- Industry Structure and EnvironmentalOpportunities -- Opportunities in Fragmented Industries: Consolidation. 327 $aOpportunities in Emerging Industries: First-MoverAdvantages -- Opportunities in Mature Industries: Product Refinement, Service, and Process Innovation -- Strategy in the Emerging Enterprise: Microsoft Grows Up -- Opportunities in Declining Industries: Leadership, Niche, Harvest, and Divestment -- Summary -- Challenge Questions -- Problem Set -- End Notes -- Chapter 3 Evaluating a Firm's Internal Capabilities -- Opening Case: When a Noun Becomes a Verb -- The Resource-Based View of the Firm -- What Are Resources and Capabilities? -- Critical Assumptions of the Resource-Based View -- Strategy in Depth: Ricardian Economics and the Resource-Based View -- The VRIO Framework -- The Question of Value -- Strategy in the Emerging Enterprise: Are Business Plans Good for Entrepreneurs? -- Ethics and Strategy: Externalities and the Broader Consequences of Profit Maximization -- The Question of Rarity -- The Question of Imitability -- The Question of Organization -- Research Made Relevant: Strategic Human Resource Management Research -- Applying the VRIO Framework -- Applying the VRIO Framework to Southwest Airlines -- Imitation and Competitive Dynamicsin an Industry -- Not Responding to Another Firm's Competitive Advantage -- Changing Tactics in Response to Another Firm's Competitive Advantage -- Changing Strategies in Response to Another Firm's Competitive Advantage -- Implications of the Resource-Based View -- Where Does the Responsibility for Competitive Advantage in a Firm Reside? -- Competitive Parity and Competitive Advantage -- Difficult-to-Implement Strategies -- Socially Complex Resources -- The Role of Organization -- Summary -- Challenge Questions -- Problem Set -- End Notes -- Part 2 Business-Level Strategies -- Chapter 4 Cost Leadership -- Opening Case: The World's Lowest-Cost Airline -- What Is Business-Level Strategy? -- What Is Cost Leadership?. 327 $aSources of Cost Advantages -- Research Made Relevant: How Valuable Is Market Share-Really? -- Ethics and Strategy: The Race to the Bottom -- The Value of Cost Leadership -- Cost Leadership and Environmental Threats -- Strategy in Depth: The Economics of Cost Leadership -- Cost Leadership and Sustained Competitive Advantage -- The Rarity of Sources of Cost Advantage -- The Imitability of Sources of Cost Advantage -- Organizing to Implement Cost Leadership -- Strategy in the Emerging Enterprise: The Oakland A's: Inventing a New Way to Play Competitive Baseball -- Organizational Structure in Implementing Cost Leadership -- Management Controls in Implementing Cost Leadership -- Compensation Policies and Implementing Cost Leadership Strategies -- Summary -- Challenge Questions -- Problem Set -- End Notes -- Chapter 5 Product Differentiation -- Opening Case: Who Is Victoria, and What Is Her Secret? -- What Is Product Differentiation? -- Bases of Product Differentiation -- Research Made Relevant: Discovering the Bases of Product Differentiation -- Product Differentiation and Creativity -- The Value of Product Differentiation -- Product Differentiation and Environmental Threats -- Strategy in Depth: The Economics of Product Differentiation -- Product Differentiation and Environmental Opportunities -- Product Differentiation and Sustained Competitive Advantage -- Rare Bases for Product Differentiation -- Ethics and Strategy: Product Claims and the Ethical Dilemmas in Health Care -- The Imitability of Product Differentiation -- Organizing to Implement Product Differentiation -- Organizational Structure and Implementing Product Differentiation -- Management Controls and Implementing Product Differentiation -- Strategy in the Emerging Enterprise: Going in Search of Blue Oceans -- Compensation Policies and Implementing Product Differentiation Strategies. 327 $aCan Firms Implement Product Differentiation and Cost Leadership Simultaneously? -- No: These Strategies Cannot Be Implemented Simultaneously -- Yes: These Strategies Can Be Implemented Simultaneously -- Summary -- Challenge Questions -- Problem Set -- End Notes -- Part 3 Corporate Strategies -- Chapter 6 Vertical Integration -- Opening Case: Outsourcing Research -- What Is Corporate Strategy? -- What Is Vertical Integration? -- The Value of Vertical Integration -- Strategy in Depth: Measuring Vertical Integration -- Vertical Integration and the Threat of Opportunism -- Vertical Integration and Firm Capabilities -- Vertical Integration and Flexibility -- Applying the Theories to the Management of Call Centers -- Research Made Relevant: Empirical Tests of Theories of Vertical Integration -- Integrating Different Theories of Vertical Integration -- Vertical Integration and Sustained Competitive Advantage -- The Rarity of Vertical Integration -- Ethics and Strategy: The Ethics of Outsourcing -- The Imitability of Vertical Integration -- Organizing to Implement Vertical Integration -- Organizational Structure and Implementing Vertical Integration -- Strategy in the Emerging Enterprise: Oprah, Inc. -- Management Controls and Implementing Vertical Integration -- Compensation in Implementing Vertical Integration Strategies -- Summary -- Challenge Questions -- Problem Set -- End Notes -- Chapter 7 Corporate Diversification -- Opening Case: The Worldwide Leader -- What Is Corporate Diversification? -- Types of Corporate Diversification -- Limited Corporate Diversification -- Related Corporate Diversification -- Unrelated Corporate Diversification -- The Value of Corporate Diversification -- What Are Valuable Economies of Scope? -- Research Made Relevant: How Valuable Are Economies of Scope, on Average?. 327 $aStrategy in the Emerging Enterprise: Gore-Tex and Guitar Strings -- Can Equity Holders Realize These Economies of Scope on Their Own? -- Ethics and Strategy: Globalization and the Threat of the Multinational Firm -- Corporate Diversification and Sustained Competitive Advantage -- Strategy in Depth: Risk-Reducing Diversification and a Firm's Other Stakeholders -- The Rarity of Diversification -- The Imitability of Diversification -- Summary -- Challenge Questions -- Problem Set -- End Notes -- Chapter 8 Organizing to Implement Corporate Diversification -- Opening Case: And Then There Is Berkshire Hathaway -- Organizational Structure and Implementing Corporate Diversification -- The Board of Directors -- Strategy in Depth: Agency Conflicts Between Managers and Equity Holders -- Research Made Relevant: The Effectiveness of Boards of Directors -- Institutional Owners -- The Senior Executive -- Corporate Staff -- Division General Manager -- Shared Activity Managers -- Management Controls and Implementing Corporate Diversification -- Evaluating Divisional Performance -- Allocating Corporate Capital -- Transferring Inter mediate Products -- Strategy in the Emerging Enterprise: Transforming Big Business into Entrepreneurship -- Compensation Policies and Implementing Corporate Diversification -- Ethics and Strategy: Do CEOs Get Paid Too Much? -- Summary -- Challenge Questions -- Problem Set -- End Notes -- Chapter 9 Strategic Alliances -- Opening Case: Breaking Up Is Hard to Do: Apple and Samsung -- What Is a Strategic Alliance? -- How Do Strategic Alliances Create Value? -- Strategic Alliance Opportunities -- Strategy in Depth: Winning Learning Races -- Research Made Relevant: Do Strategic Alliances Facilitate Tacit Collusion? -- Alliance Threats: Incentives to Cheat on Strategic Alliances -- Adverse Selection -- Moral Hazard -- Holdup. 327 $aStrategy in the Emerging Enterprise: Disney and Pixar. 330 $aFor courses in strategy and strategic management.   Core strategic management concepts without the excess.   Just the essentials, Strategic Management and Competitive Advantage strips out excess by only presenting material that answers the question: does this concept help students analyze real business situations? This carefully crafted approach provides students with all the tools necessary for strategic analysis.   MyManagementLab for Strategic Management  is a total learning package. MyManagementLab is an online homework, tutorial, and assessment program that truly engages students in learning. It helps students better prepare for class, quizzes, and exams-resulting in better performance in the course-and provides educators a dynamic set of tools for gauging individual and class progress.   Please note that the product you are purchasing does not include MyManagementLabLab.   MyManagementLabLab   Join over 11 million students benefiting from Pearson MyLabs. This title can be supported by MyManagementLabLab, an online homework and tutorial system designed to test and build your understanding. Would you like to use the power of MyManagementLabLab to accelerate your learning?  You need both an access card and a course ID to access MyManagementLabLab.   These are the steps you need to take: 1.  Make sure that your lecturer is already using the system Ask your lecturer before purchasing a MyLab product as you will need a course ID from them before you can gain access to the system. 2.  Check whether an access card has been included with the book at a reduced cost If it has, it will be on the inside back cover of the book. 3. If you have a course ID but no access code, you can benefit from MyManagementLabLab at a reduced price by purchasing a pack containing a copy of the book 330 8 $aand an access code for MyManagementLabLab (ISBN:9781292060378) 4.  If your lecturer is using the MyLab and you would like to purchase the product... Go to www.mymanagementlab.com to buy access to this interactive study programme.     For educator access, contact your Pearson representative. To find out who your Pearson representative is, visit www.pearsoned.co.uk/replocator. 606 $aStrategic planning 606 $aBusiness planning 606 $aIndustrial management 615 0$aStrategic planning. 615 0$aBusiness planning. 615 0$aIndustrial management. 676 $a658.4012 700 $aBarney$b Jay B.$0144538 702 $aHesterly$b William S. 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910154775403321 996 $aStrategic management and competitive advantage$93412674 997 $aUNINA