Overview

Strategic Management: Text and Cases, Eleventh edition, written by authors Dess, McNamara, Eisner, and Sauerwald continues its tradition of being readable, relevant, and rigorous. Its engaging writing style minimizes jargon to maximize readability.  It provides examples from management practice and societal themes including environmental sustainability, ethics, globalization, entrepreneurship, and data analytics to make the content relevant.  It draws on the latest research by management scholars and insights from executives to balance accessibility with rigor.  They provide separate chapters on the role of intellectual assets in value creation (Ch. 4), entrepreneurial strategy and competitive dynamics (Ch. 8), and fostering entrepreneurship in established organizations (Ch. 12). This version includes all the text and 38 cases. 

Full Product Details

Author:   Gregory Dess ,  G.T. Lumpkin ,  Gerry McNamara ,  Alan Eisner
Publisher:   McGraw-Hill Education
Imprint:   McGraw-Hill Education
Edition:   11th edition
Dimensions:   Width: 23.60cm , Height: 2.80cm , Length: 33.80cm
Weight:   1.304kg
ISBN:  

9781266200465

ISBN 10:   1266200460
Pages:   1728
Publication Date:   06 March 2023
Audience:   College/higher education ,  Tertiary & Higher Education
Format:   Paperback
Publisher's Status:   Active
Availability:   In stock  
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Table of Contents

PART 1: STRATEGIC ANALYSIS  Chapter 1: Strategic Management: Creating Competitive Advantages  Chapter 2: Analyzing the External Environment of the Firm  Chapter 3: Assessing the Internal Environment of the Firm  Chapter 4: Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources  PART 2: STRATEGIC FORMULATION  Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages  Chapter 6: Corporate-Level Strategy: Creating Value through Diversification  Chapter 7: International Strategy: Creating Value in Global Markets Chapter 8: Entrepreneurial Strategy and Competitive Dynamics  PART 3: STRATEGIC IMPLEMENTATION  Chapter 9: Strategic Control and Corporate Governance  Chapter 10: Creating Effective Organizational Designs  Chapter 11: Strategic Leadership: Creating a Learning Organization and an Ethical Organization  Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship  PART 4: CASE ANALYSIS  Chapter 13: Analyzing Strategic Management Cases Cases:       1. Robin Hood      2. The Global Casino Industry: Emerging from the Pandemic       3. Theorybridge.com: Making Academic Research Relevant to Practitioners       4. Dirty Laundry in the Fast Fashion Industry: H&M's Dilemma       5. Pocket Radar: The Disruptive Innovator in the Sports Radar Gun Market       6. Haribo and the Gummi Bear Business: A Sticky Situation       7. Coinbase Global Inc.       8. Moet Hennessey Louis Vuitton       9. Southwest Airlines: Can “Luv” Be a Competitive Advantage?     10. JetBlue in 2022     11. Emirates Airline     12. Ford: Traveling Two Roads     13. General Motors: Plugging In?     14. Lime: Is E-Bike Sharing the Next Uber?     15. WW in 2022: Can Weight Watchers Shape Up?     16. The Boston Beer Company: Competition is Brewing       17. Heineken     18. Tata Starbucks: A New Brew for India?     

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Author Information

Gregory G. Dess is the Andrew R. Cecil Endowed Chair in Management at the University of Texas at Dallas. His primary research interests are in strategic management, organization environment relationships, and knowledge management. He has published numerous articles on these subjects in both academic and practitioner-oriented journals. He also serves on the editorial boards of a wide range of practitioner-oriented and academic journals. In August 2000, he was inducted into the Academy of Management Journal Hall of Fame as one of its charter members. Professor Dess has conducted executive programs in the United States, Europe, Africa, Hong Kong, and Australia. During 1994 he was a Fulbright Scholar in Oporto, Portugal. In 2009, he received an honorary doctorate from the University of Bern (Switzerland). He received his PhD in business administration from the University of Washington (Seattle) and a BIE degree from Georgia Tech. Gerry McNamara is the McConnell Broad Professor of Management at Michigan State University. His research draws on cognitive and behavioral theories to explain strategic phenomena, including strategic decision making, mergers and acquisitions, and environmental assessments. His research has been published in the Academy of Management Journal, the Strategic Management Journal, Organization Science, Organizational Behavior and Human Decision Processes, the Journal of Applied Psychology, Personnel Psychology, the Journal of Management, and the Journal of International Business Studies. Gerrys research has also been abstracted in the Wall Street Journal, Harvard Business Review, New York Times, Bloomberg BusinessWeek, the Economist, and Financial Week. He has served as an associate editor for the Strategic Management Journal and the Academy of Management Journal. He received his PhD from the University of Minnesota. Alan B. Eisner is Dean of the School of Management and Professor of Management at Clark University. He received his PhD in management from the Stern School of Business, New York University. His primary research interests are in strategic management, technology management, organizational learning, and managerial decision making. He has published research articles and cases in journals such as Advances in Strategic Management, International Journal of Electronic Commerce, International Journal of Technology Management, American Business Review, Journal of Behavioral and Applied Management, and Global Journal of Business Pedagogy. He is the former associate editor of the Case Associations peer-reviewed journal, The CASE Journal.

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