Strategic Management and Competitive Advantage: Concepts Global Edition (6^th Ed.)

For courses in strategy and strategic management.

Strategic Management and Competitive Advantage: Concepts strips out the unnecessary, by presenting material that answers the question: does this concept help students analyse real business situations? Each chapter has four short sections that cover specific issues in depth, allowing professors to adapt the text to their particular needs. By utilising this carefully crafted approach, the 6th Edition provides students with the tools they need for strategic analysis.

PART I: THE TOOLS OF STRATEGIC ANALYSIS

1. What is Strategy and the Strategic Management Process? 

2. Evaluating a Firm’s External Environment 

3. Evaluating a Firm’s Internal Capabilities 

END-OF-PART I: CASES PC 1—1

PART II: BUSINESS-LEVEL STRATEGIES

4. Cost Leadership 

5. Product Differentiation 

6. Flexibility and Real Options 

7. Collusion 

END-OF-PART II: CASES PC 2—1

PART III: CORPORATE STRATEGIES

8. Vertical Integration 

9. Corporate Diversification 

10. Organizing to Implement Corporate Diversification 

11. Strategic Alliances 

12. Mergers and Acquisitions 

END-OF-PART III:  PC 3—1

Appendix: Analyzing Cases and Preparing for Class Discussions 

Glossary 

Company Index 

Name Index 

Subject Index 

This title is a Pearson Global Edition. The Editorial team at Pearson has worked closely with educators around the world to include content, which is especially relevant to students outside the United States.

Teach the essentials of strategic management skills with a new approach

· New - Authors provide students with a different technique to learning strategic management skills, excluding models or frameworks that have proven to be theoretically unsound or empirically not substantiated.

· New - Topics that are now covered more completely in non-strategic management texts are no longer included.

· New - Author discussions on strategic management models that provide important insights and have emerged over the years.

Help students develop critical-thinking skills

· New - Chapter Six summarizes the latest theoretical and empirical work on the value of strategic flexibility. It describes the settings under which flexibility will create value, and how that value can be estimated.

· New - Chapter Seven explores the economic -- and ethical -- implications of explicit and tacit collusion. Even if a particular firm chooses to not engage in collusion, it must still understand this strategy and its economic consequences, because some of its competitors may choose this strategy.

· The fundamental concepts include a five forces framework, value chain analysis, generic strategies, and corporate strategy. VRIO framework is used throughout the text to help students understand Strategic Management concepts.

· A discussion on corporate competitive advantage in the product market, is included along with a student’s competitive advantage in the labor market.

· Chapter Three describes the socially complex,