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Strategic Management: Concepts
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Table of Contents

Part One: Strategy AnalysisChapter 1: What Is Strategy, and Why Is It Important? Chapter 2: Strategic Leadership: Managing the Strategy ProcessChapter 3: External Analysis: Industry Structure, Competitive Forces, and Strategic GroupsChapter 4: Internal Analysis: Resources, Capabilities, and Core CompetenciesChapter 5: Competitive Advantage, Firm Performance, and Business ModelsPart Two: Strategy FormulationChapter 6: Business Strategy: Differentiation, Cost Leadership, and IntegrationChapter 7: Business Strategy: Innovation and EntrepreneurshipChapter 8: Corporate Strategy: Vertical Integration and DiversificationChapter 9: Corporate Strategy: Mergers and Acquisitions, Strategic AlliancesChapter 10: Global Strategy: Competing Around the WorldPart Three: Strategy ImplementationChapter 11: Organisational Design: Structure, Culture, and ControlChapter 12: Corporate Governance and Business EthicsPart Four: MINICASESMINCASE 1: Does Facebook Have a StrategyMINCASE 2: Michael Phelps: The Greatest OlympianMINCASE 3: Teach for America: Inspiring Future LeadersMINCASE 4: Strategy and Serendipity: A Billion-Dollar BonanzaMINCASE 5: The Wonder from Sweden: Is IKEA's Success SustainableMINCASE 6: Starbucks: Re-creating Its UniquenessMINCASE 7: LVMH in China: Building Its Empire of DesireMINCASE 8: GE under Jack Welch vs. Jeffrey ImmeltMINCASE 9: Competing on Business Models: Google vs. MicrosoftMINCASE 10: From Good to Great to Gone: The Rise and Fall of Circuit CityMINCASE 11: China's Li Ning Challenges Nike and adidasMINCASE 12: Which Automotive Technology Will Win? MINCASE 13: Is Porsche Killing the Golden Goose? MINCASE 14: The Rise of Samsung ElectronicsMINCASE 15: Yummy Yum!'s Competitive Advantage in ChinaMINCASE 16: BYD - “Build Your Dreams" in AmericaMINCASE 17: Alibaba and China's E-Commerce: “Open Sesame" Comes TrueMINCASE 18: The Premature Death of a Google Forerunner at MicrosoftMINCASE 19: Sony's Structure and Competitive DisadvantageMINCASE 20: USB's Billion-Dollar Ethics ScandalsHow to Conduct A Case Analysis

About the Author

Frank T. Rothaermel (Ph.D., University of Washington) is a professor of Strategic Management and in the Scheller College of Business at the Georgia Institute of Technology. BusinessWeek names Frank one of Georgia Tech's Prominent Faculty in their national survey of business schools. The Kauffman Foundation Views Frank as one of the world's 75 thought leaders in entrepreneurship and innovation. Frank is an Alfred P. Sloan Industry Studies Fellow, and also holds a National Science Foundation (NSF) CAREER award, which "is a Foundation-wide activity that offers the National Science Foundation's most prestigious awards in support of...those teacher-scholars who most effectively integrate research and education...(NSF CAREER Award description). Frank has a wide range of teaching experience, including at the Georgia Institute of Technology, Georgetown University, Politenico di Milano, St. Gallen University (Switzerland), and the University of Washington. He received numerous teaching awards for excellence in the classroom. Frank's research interests lie in the areas of strategy, innovation, and entrepreneurship. To inform his research he has conducted extensive field work and executive training with leader corporations like Amgen, Daimler, Eli Lilly, GE Energy, GE Healthcare, Hyundai Heavy Industries (South Korea), Kimberly-Clark, Microsoft, McKesson, NCR, amount others. Frank regularly translates his research findings for wider audiences in articles in Forbes, MIT Sloan Management Review, Wall Street Journal, and elsewhere.

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