Strategic Management: Creating Competitive Advantages https://www.mheducation.com/cover-images/Jpeg_400-high/1260706621.jpeg 10 9781260706628 Strategic Management: Creating Competitive Advantages, Tenth Edition, written by authors Dess, McNamara, Eisner, and Lee 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. This version does not include the text and 38 cases. 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).
Strategic Management: Creating Competitive Advantages

Strategic Management: Creating Competitive Advantages

10th Edition
By Gregory Dess and Gerry McNamara and Alan Eisner and Seung-Hyun Lee
ISBN10: 1260706621
ISBN13: 9781260706628
Copyright: 2021
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09781260706628

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Program Details

PART 1: STRATEGIC ANALYSIS
 1. Strategic Management: Creating Competitive Advantages 
 2. Analyzing the External Environment of the Firm
 3. Assessing the Internal Environment of the Firm 
 4. Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources 


PART 2: STRATEGIC FORMULATION
 5. Business-Level Strategy: Creating and Sustaining Competitive Advantages 
 6. Corporate-Level Strategy: Creating Value through Diversification 
 7. International Strategy: Creating Value in Global Markets 
 8. Entrepreneurial Strategy and Competitive Dynamics 


PART 3: STRATEGIC IMPLEMENTATION
 9.  Strategic Control and Corporate Governance 
10. Creating Effective Organizational Designs 
11. Strategic Leadership: Creating a Learning Organization and an Ethical Organization 
12. Managing Innovation and Fostering Corporate Entrepreneurship 


PART 4: CASE ANALYSIS
13. Analyzing Strategic Management Cases 


About the Author

Gregory Dess

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 practitioneroriented 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 ’s 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

Gerry McNamara is a Professor of Management at Michigan State University. He received his PhD from the Carlson School of Management at the University of Minnesota. His research focuses on strategic decision making, organizational risk taking, and mergers and acquisitions. His research has been published in numerous journals, including the Academy of Management Journal, Strategic Management Journal, Organization Science, Organizational Behavior and Human Decision Processes, Journal of Management, and Journal of International Business Studies. His research on mergers and acquisitions has been abstracted in the New York Times, Bloomberg Businessweek, The Economist, and Financial Week. He is currently an Associate Editor for the Academy of Management Journal.

Alan Eisner

Alan B. Eisner is Professor of Management and Department Chair, Management and Management Science Department, at the Lubin School of Business, Pace 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 Journal of the International Academy for Case Studies. He is the former Associate Editor of the Case Association’s peer reviewed journal, The CASE Journal.

Seung-Hyun Lee

Seung-Hyun Lee is a Professor of strategic management and international business and the Area Coordinator of the Organization, Strategy, and International Management area at the Jindal School of Business, University of Texas at Dallas. His primary research interests lie on the intersection between strategic management and international business spanning from foreign direct investment to issues of microfinance and corruption. He has published in numerous journals including Academy of Management Review, Journal of Business Ethics, Journal of International Business Studies, Journal of Business Venturing, and Strategic Management Journal. He received his MBA and PhD from the Ohio State University.

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