Foundations in Strategic Management / Edition 5

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Overview


Introduce the most important theories and views in strategic management today with this concise, yet complete, text. Harrison/St. John's FOUNDATIONS IN STRATEGIC MANAGEMENT, Fifth Edition, addresses the most recent changes in today's business environment, including many topics that other strategic management texts often miss. The book thoroughly addresses the traditional economic process model and the resource-based model as well as the stakeholder theory. This valuable text builds on a traditional theoretical foundation by using engaging examples from many of today's leading firms to demonstrate principles and applications. This edition now highlights strategizing in the global arena as well as more focused coverage of contemporary ethics. Streamlined content corresponds with the way most strategic management courses are taught, while offering the flexibility for you to customize your course with additional experiential exercises or readings.
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Editorial Reviews

From the Publisher
"Its brevity and clarity are the advantages. The old style strategic management texts with several hundred pages of narrative and several hundred more pages of cases are stifling to this generation of students. I use this text and/or similar short texts because I have a good chance of getting the students to actually read it. This text does a good job putting the basics of strategy in an abbreviated number of pages."

"The text is concise, well-integrated, and covers most of the crucial literature in our field. Moreover, it is based on the foundation of the three most well-informed theories of our field: the industry-based view, the resource-based view, and the stakeholder view of the firm."

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Product Details

  • ISBN-13: 9781439080467
  • Publisher: Cengage Learning
  • Publication date: 9/18/2009
  • Series: Strategic Management Series
  • Edition description: Older Edition
  • Edition number: 5
  • Pages: 208
  • Product dimensions: 7.80 (w) x 9.90 (h) x 0.30 (d)

Meet the Author

Author Jeffrey S. Harrison provides an authoritative voice of practical experience to this book. He serves as the W. David Robbins Chair of Strategic Management in the Robins School of Business at the University of Richmond. Prior to his current appointment, he served on the faculty at Cornell University. Dr. Harrison's research interests include strategic management and business ethics, with particular expertise in the areas of mergers and acquisitions, diversification, strategic alliances, and stakeholder management. Much of his work has been published in prestigious academic journals, such as ACADEMY OF MANAGEMENT JOURNAL, STRATEGIC MANAGEMENT JOURNAL, and JOURNAL OF BUSINESS ETHICS. He helped create the Stakeholder Strategy Interest Group at the Strategic Management Society and has served in a variety of leadership roles in that group. He has authored or coauthored ten books and has served as a management consultant or trainer for dozens of respected companies.

As Professor of Management at Clemson University, author Caron St. John also serves as the Interim Associate Dean for Graduate Programs and Innovation and Director of MBA Programs and the Spiro Center for Entrepreneurial Leadership for the university. Her research interests address the competitive, technology, and operations strategies of both entrepreneurial and established firms. Her work has been published in ACADEMY OF MANAGEMENT REVIEW, STRATEGIC MANAGEMENT JOURNAL, ORGANIZATION RESEARCH METHODS, JOURNAL OF OPERATIONS MANAGEMENT, and PRODUCTION AND OPERATIONS MANAGEMENT. She has coauthored two textbooks in strategic management and is very active in executive and graduate education, particularly in the areas of strategy, entrepreneurship, and innovation management.

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Table of Contents


1. The Strategic Management Process. 2. The External Environment. 3. Organizational Resources and Competitive Advantage. 4. Strategic Leadership and Strategic Direction. 5. Business-Level Strategies. 6. Corporate Strategies. 7. Strategic Implementation. 8. Strategic Control and Restructuring. Appendix: Preparing a Strategic Analysis.
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