With an emphasis on global advantage, the text offers a comprehensive examination of regional and international issues to provide a complete, accurate and up-to-date explanation of the strategic management process. New coverage on environmental concerns and emerging technologies as well as examples and cases from Australia, New Zealand and Asia-Pacific serve to engage students while updated international content demonstrates how strategic management is used in the global economy. The text takes a ‘resource-based’ approach, which requires the examining of a firm’s unique bundling of its internal resources. This text is appropriate for upper-level undergrad, usually third year; post grad in Masters courses.
- Knowledge objectives and opening case scenarios provide students with an overview of what they will learn.
- The detailed case matrix, which includes previous edition cases, gives instructors a significant database with a chapter-by-chapter alignment
- The text takes a ‘resource-based’ approach, which requires the examining of a firm’s unique bundling of its internal resources
- NEW! Keyterm margin definitions to help students quickly reference information.
- Strategic focus, examining the ways in which key concepts are applied in a business context, using real situations and familiar local and international companies
- Strategy Now Highlights feature companies that have effectively put a strategic management tool, concept of technique into practice.
- Summaries, review questions and experiential exercises consolidate learning and provide opportunities for critical analysis, discussion and practising skills.
New to Edition
- New and updated end-of-book cases keeps the content current and relevant for your students.
- Case 1: The Sydney Symphony Orchestra (SSO) at a crossroad?
- Case 2: Challenges at Australia Post
- Case 3: Australian supermarkets: who will win and when? 436
- Case 4: Super Selectos: winning the war against multinational retail chains
- Case 5: Atlassian Case
- 6: Kindle Fire: Amazon’s heated battle for the tablet market
- Case 7: BP in Russia: bad partners or bad partnerships?
- Case 8: The movie exhibition industry: 2015
- Case 9: Carlsberg in emerging markets
- Case 10: The business model and competitive strategy of IKEA in India
- Case 11: It’s-a me, Mario! Nintendo in 2016 and beyond
- Case 12: Otis in the global elevator industry
- Case 13: W. L. Gore: Culture of innovation
About the Authors
Dallas Hanson has recently retired from his position as Senior Lecturer in Strategic Management at the University of Tasmania. He has presented papers at a number of conferences and has also published in a wide variety of journals, including Prometheus, the European Journal of Marketing, Journal of Sociology, Corporate Reputation Review, Greener Management International, Australian Journal of Social Issues, Journal of Risk Research, Scandinavian Journal of Management, Australian Journal of Environmental Management and Accounting and Auditing and Accountability Journal. Dallas has been a senior bureaucrat in several public service organisations, a teacher and a social researcher. His research interests include the areas of corporate governance, corporate rationality in communications and eco-tourism. In retirement, he continues consulting and researching.
Robert E Hoskisson
Table of Contents
Part 1: Strategic management inputs
1. Strategic management and strategic competitiveness
2. The external environment: opportunities, threats, industry competition and competitor analysis
3. The internal environment: resources, capabilities and core competencies
Part 2: Strategic actions: strategy formulation
4. Business-level strategy
5. Competitive dynamics
6. Corporate-level strategy
7. Acquisition and restructuring strategies
8. International strategy
9. Cooperative strategy
Part 3: Strategic actions: strategy implementation
10. Corporate governance
11. Organisational structure and controls
12. Strategic leadership
13. Strategic entrepreneurship
Part 4: Case studies