ISBN-10:
0077497449
ISBN-13:
9780077497446
Pub. Date:
01/09/2012
Publisher:
McGraw-Hill Higher Education
Loose-Leaf for Strategic Management: Concepts / Edition 1

Loose-Leaf for Strategic Management: Concepts / Edition 1

by Frank Rothaermel

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Product Details

ISBN-13: 9780077497446
Publisher: McGraw-Hill Higher Education
Publication date: 01/09/2012
Product dimensions: 7.80(w) x 10.00(h) x 0.60(d)
Age Range: 18 Years

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.

Table of Contents

Part One: Strategy Analysis
Chapter 1 What Is Strategy and Why Is It Important?
Chapter 2 The Strategic Management Process Chapter 3 External Analysis: Industry Structure, Competitive Forces, and Strategic Groups Chapter 4 Internal Analysis: Resources, Capabilities, and Activities Chapter 5 Competitive Advantage and Firm Performance

Part Two: Strategy Formulation
Chapter 6 Business Strategy: Differentiation, Cost Leadership, and Integration Chapter 7 Business Strategy: Innovation and Strategic Entrepreneurship Chapter 8 Corporate Strategy: Vertical Integration and Diversification Chapter 9 Corporate Strategy: Acquisitions, Alliances, and Networks Chapter 10 Global Strategy: Competing Around the World

Part Three: Strategy Implementation
Chapter 11 Organizational Design: Structure, Culture, and Control Chapter 12 Corporate Governance, Business Ethics, and Strategic Leadership

Part Four: MINICASES MINICASE 1 Michael Phelps: Strategizing for Gold MINICASE 2 Strategy and Serendipity: A Billion-Dollar Bonanza MINICASE 3 The Home Depot’s Eco Options Boost Profit Margins MINICASE 4 Starbucks: Re-creating Its Uniqueness MINICASE 5 GE under Jack Welch vs. Jeffrey Immelt MINICASE 6 JetBlue: Losing the Magic Touch?
MINICASE 7 Which Automotive Technology Will Win?
MINICASE 8 Core Competencies: From Circuit City to CarMax MINICASE 9 P&G’s New Corporate Strategy: “Connect+Develop”
MINICASE 10 The Wonder from Sweden: Is IKEA’s Success Sustainable?
MINICASE 11 Sony’s Silos Prevent Collaboration Across Divisions MINICASE 12 PepsiCo’s Indra Nooyi: “Performance with a Purpose”

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