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Strategic Management: Text and Cases https://www.mheducation.com/cover-images/Jpeg_400-high/1264124325.jpeg 11 2024 9781264124329 Strategic Management: Text and Cases, 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). This version includes all the text and 38 cases.
09781264124329
Strategic Management: Text and Cases
Strategic Management: Text and Cases

Strategic Management: Text and Cases, 11th Edition

ISBN10: 1264124325 | ISBN13: 9781264124329
By Gregory Dess, Gerry McNamara, Alan Eisner
© 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.

Additional Product Information:

Strategic Management: Text and Cases, 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). This version includes all the text and 38 cases.

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
Cases: 
     1. Robin Hood
     2. The Global Casino Industry: Emerging from the Pandemic 
     3. Theorybridge.com: Making Academic Research Relevant to Practitioners 
     4. Dirty Laundry in the Fast Fashion Industry: H&M's Dilemma 
     5. Pocket Radar: The Disruptive Innovator in the Sports Radar Gun Market 
     6. Haribo and the Gummi Bear Business: A Sticky Situation 
     7. Coinbase Global Inc. 
     8. Moet Hennessey Louis Vuitton 
     9. Southwest Airlines: Can “Luv” Be a Competitive Advantage? 
   10. JetBlue in 2022 
   11. Emirates Airline 
   12. Ford: Traveling Two Roads 
   13. General Motors: Plugging In? 
   14. Lime: Is E-Bike Sharing the Next Uber? 
   15. WW in 2022: Can Weight Watchers Shape Up? 
   16. The Boston Beer Company: Competition is Brewing   
   17. Heineken 
   18. Tata Starbucks: A New Brew for India? 
   19. Nintendo: Could the Switch Turn on Gamers? 
   20. Apple Inc.: Limits to Growth? 
   21. Samsung Electronics 
   22. Zynga: Is the Game Over?  
   23. Flipkart in the Indian E-Commerce Market 
   24. eBay: Still Misunderstood 
   25. Alibaba Group: Rivals at the Gate? 
   26. Venmo: Better than Cash? 
   27. Johnson & Johnson 
   28. Procter & Gamble 
   29. McDonald's in 2022 
   30. United Way Worldwide 
   31. Campbell: How to Keep the Soup Simmering 
   32. World Wrestling Entertainment in 2022 
   33. Microfinance: Going Global . . . and Going Public? 
   34. Greenwood Resources: A Global Sustainable Venture in the Making 
   35. Kickstarter and Crowdfunding 2022 
   36. QVC in 2022 
   37. Cirque du Soleil in 2022 
   38. Walt Disney Company 


Connect

By prompting students to engage with key concepts, while continually adapting to their individual needs, Connect activates learning and empowers students to take control resulting in better grades and increased retention rates. Proven online content integrates seamlessly with our adaptive technology, and helps build student confidence outside of the classroom.

SmartBook® 2.0

Available within Connect, SmartBook 2.0 is an adaptive learning solution that provides personalized learning to individual student needs, continually adapting to pinpoint knowledge gaps and focus learning on concepts requiring additional study. SmartBook 2.0 fosters more productive learning, taking the guesswork out of what to study, and helps students better prepare for class. With the ReadAnywhere mobile app, students can now read and complete SmartBook 2.0 assignments both online and off-line. For instructors, SmartBook 2.0 provides more granular control over assignments with content selection now available at the concept level. SmartBook 2.0 also includes advanced reporting features that enable instructors to track student progress with actionable insights that guide teaching strategies and advanced instruction, for a more dynamic class experience.

Video tutorial:

Your text has great instructor tools, like presentation slides, instructor manuals, test banks and more. Follow the steps below to access your instructor resources or watch the step-by-step video.

Steps to access instructor resources:

  1. To get started, visit connect.mheducation.com to sign in. (If you do not have an account, request one from your McGraw Hill rep. To find your rep, visit Find Your Rep)
  2. Then, under "Find a Title," search by title, author, or subject
  3. Select your desired title, and create a course. (You do not have to create assignments, just a course instance)
  4. Go to your Connect course homepage
  5. In the top navigation, select library to access the title's instructor resources

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.

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