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Strategic Management: Creating Competitive Advantages https://www.mheducation.com/cover-images/Jpeg_400-high/1266006885.jpeg 11 2024 9781266006883 <span><i>Strategic Management: Creating Competitive Advantages</i>, 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).&nbsp;</span>
09781266006883
Strategic Management: Creating Competitive Advantages
Strategic Management: Creating Competitive Advantages

Strategic Management: Creating Competitive Advantages, 11th Edition

ISBN10: 1266006885 | ISBN13: 9781266006883
By Gregory Dess, Gerry McNamara, Alan Eisner and Steve Sauerwald
© 2024

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* The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.

Instructor Details

Strategic Management: Creating Competitive Advantages, 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). 

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 


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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.

Steve Sauerwald

Steve Sauerwald is an Associate Professor of Strategic Management in the College of Business at the University of Illinois at Chicago. His research interests focus on corporate governance, strategic leadership, and stakeholder strategy. He pursues this research program in a global setting by examining how institutions surrounding domestic and international firms shape organizational outcomes. His scholarship has been published in journals such as Strategic Management Journal, Organization Science, Journal of International Business Studies, Journal of Management, and Journal of Management Studies. His research has been covered by Forbes, Harvard Business Review, and BBC. He received his MBA and PhD from the University of Texas at Dallas. He was a Fulbright Scholar at the University of Texas at Dallas and a visiting scholar at Free University Berlin.

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