Strategic Management 6th Edition by Frank T Rothaermel ISBN 9781265951504 1265951500

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ISBN 10: 1265951500
ISBN 13: 9781265951504
Author: Frank T Rothaermel

Strategic Management 6th Edition Table of contents:

Chapter 1: What Is Strategy?

Part 1 Introduction

Introduction

1.1 What Strategy Is: Gaining and Sustaining Competitive Advantage

Crafting and Implementing Strategy at Tesla

What is Competitive Advantage?

1.2 Stakeholder Strategy and Competitive Advantage

Value Creation

Stakeholder Impact Analysis

1.3 The Analysis, Formulation, Implementation (AFI) Strategy Framework

Key Topics and Questions of the AFI Strategy Framework

1.4 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

The Strategic Management Process Map

Chapter 2: Strategic Leadership: Managing the Strategy Process

Introduction

2.1 Strategic Leadership

What Do Strategic Leaders Do?

Strategic Leadership at Meta’s Facebook

How Do You Become a Strategic Leader?

The Strategy Process Across Levels: Corporate, Business, and Functional Leaders

2.2 Vision, Mission, and Values

A Purpose-Driven Vision

Mission

Values

2.3 The Strategic Management Process

Top-Down Strategic Planning

Scenario Planning

Strategy as Planned Emergence: Top Down and Bottom Up

2.4 Strategic Decision Making

Strategic Inflection Points

Two Distinct Modes of Decision Making

Cognitive Biases and Decision Making

How to Improve Strategic Decision Making

2.5 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

Chapter 3: External Analysis: Industry Structure, Competitive Forces, and Strategic Groups

Introduction

3.1 The PESTEL Framework

Political Factors

Economic Factors

Sociocultural Factors

Technological Factors

Ecological Factors

Legal Factors

3.2 Industry Structure and Firm Strategy: The Five Forces Model

Industry vs. Firm Effects in Determining Firm Performance

Competition in the Five Forces Model

The Threat of Entry

The Power of Suppliers

The Power of Buyers

The Threat of Substitutes

Rivalry Among Existing Competitors

Applying the Five Forces Model to the U.S. Airline Industry

A Sixth Force: The Strategic Role of Complements

3.3 Changes over Time: Entry Choices and Industry Dynamics

Entry Choices

Industry Dynamics

3.4 Performance Differences within the Same Industry: Strategic Groups

The Strategic Group Model

Mobility Barriers

Strategic Group Dynamics

3.5 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

Chapter 4: Internal Analysis: Resources, Capabilities, and Core Competencies

Introduction

4.1 From External to Internal Analysis

4.2 Core Competencies

Leveraging Core Competencies Requires Focus on What to Do and What Not to Do

Resources and Capabilities

4.3 The Resource-Based View

Resource Heterogeneity and Resource Immobility

The VRIO Framework

Isolating Mechanisms: How to Sustain a Competitive Advantage

4.4 The Dynamic Capabilities Perspective

Core Rigidities

Dynamic Capabilities

Resource Stocks and Resource Flows

4.5 The Firm Value Chain and Strategic Activity Systems

Firm Value Chain

Strategic Activity Systems

4.6 Implications for Strategic Leaders

Using Swot Analysis to Generate Insights From External and Internal Analysis

Take-Away Concepts

Key Terms

Endnotes

Chapter 5: Shared Value and Competitive Advantage

Introduction

5.1 From Corporate Social Responsibility to Creating Shared Value

Shareholder Capitalism

Shareholder Capitalism in Crisis?

Stakeholder Capitalism and Shared Value

5.2 Competitive Advantage

Accounting Metrics

Shareholder Value Creation

Economic Value Creation

The Balanced Scorecard

The Triple Bottom Line

5.3 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

Chapter 6: Business Strategy: Differentiation, Cost Leadership, and Blue Oceans

Part 2 Introduction

Introduction

6.1 Business-Level Strategy: How to Compete for Advantage

Strategic Position

Generic Business Strategies

6.2 Differentiation Strategy: Understanding Value Drivers

Product Features

Customer Service

Complements

6.3 Cost-Leadership Strategy: Understanding Cost Drivers

Cost of Input Factors

Economies of Scale

Learning Curve

Experience Curve

6.4 Business-Level Strategy and the Five Forces: Benefits and Risks

Differentiation Strategy: Benefits and Risks

Cost-Leadership Strategy: Benefits and Risks

6.5 Blue Ocean Strategy: Combining Differentiation and Cost Leadership

Value Innovation

Blue Ocean Strategy Gone Bad: “Stuck in the Middle”

6.6 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

Chapter 7: Business Strategy: Innovation, Entrepreneurship, and Platforms

Introduction

7.1 Competition Driven by Innovation

Netflix’s Continued Innovation

The Speed of Innovation

The Innovation Process

The Four Industrial Revolutions

7.2 Strategic and Social Entrepreneurship

7.3 Innovation and the Industry Life Cycle

Introduction Stage

Growth Stage

Shakeout Stage

Maturity Stage

Decline Stage

Crossing the Chasm

7.4 Types of Innovation

Incremental vs. Radical Innovation

Architectural vs. Disruptive Innovation

7.5 Platform Strategy

The Platform vs. Pipeline Business Models

The Platform Ecosystem

7.6 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

Chapter 8: Corporate Strategy: Vertical Integration and Diversification

Introduction

8.1 What Is Corporate Strategy?

Why Firms Need to Grow

Three Dimensions of Corporate Strategy

8.2 The Boundaries of the Firm

Firms vs. Markets: Make or Buy?

The Make-or-Buy Continuum

8.3 Vertical Integration along the Industry Value Chain

Types of Vertical Integration

Benefits and Risks of Vertical Integration

When Does Vertical Integration Make Sense?

Alternatives to Vertical Integration

8.4 Corporate Diversification: Expanding Beyond a Single Market

Types of Corporate Diversification

Core Competencies and Corporate Diversification

Corporate Diversification and Firm Performance

8.5 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

Chapter 9: Corporate Strategy: Strategic Alliances, Mergers, and Acquisitions

Introduction

9.1 How Firms Achieve Growth

The Build-Borrow-Buy Framework

9.2 Strategic Alliances

Why Do Firms Enter Strategic Alliances?

Governing Strategic Alliances

Alliance Management Capability

9.3 Mergers and Acquisitions

Why Do Firms Merge with Competitors?

Why Do Firms Acquire Other Firms?

M&A and Competitive Advantage

9.4 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

Chapter 10: Global Strategy: Competing Around the World

Introduction

10.1 What Is Globalization?

Stages of Globalization

State of Globalization

10.2 Competing Globally: Why?

Advantages of competing Globally

Disadvantages of Competing Globally

10.3 Competing Globally: Where and How?

Where in the World to Compete? The CAGE Distance Framework

How Do MNEs Enter Foreign Markets?

10.4 Cost Reductions vs. Local Responsiveness

International Strategy

Multidomestic Strategy

Global-Standardization Strategy

Transnational Strategy

10.5 National Competitive Advantage: World Leadership in Specific Industries

Porter’s Diamond Framework

10.6 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

Chapter 11: Organizational Design: Structure, Culture, and Control

Part 3 Introduction

Introduction

11.1 Organizational Design and Competitive Advantage

Organizational Inertia: The Failure of Established Firms

Organizational Structure

Mechanistic vs. Organic Organizations

11.2 Strategy and Structure

Simple Structure

Functional Structure

Multidivisional Structure

Matrix Structure

11.3 Organizing for Innovation

11.4 Organizational Culture: Values, Norms, and Artifacts

Where Do Organizational Cultures Come From?

How Does Organizational Culture Change?

Organizational Culture and Competitive Advantage

11.5 Strategic Control-and-Reward Systems

Input Controls

Output Controls

11.6 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

Chapter 12: Corporate Governance, Business Ethics, and Business Models

Introduction

12.1 Corporate Governance

Agency Theory

The Board of Directors

Other Governance Mechanisms

12.2 Strategy and Business Ethics

Bad Apples vs. Bad Barrels

12.3 Business Models: Strategy in Action

The Business Model Framework

Popular Business Models

Dynamic Nature of Business Models

Business Model Innovation

12.4 Implications for Strategic Leaders

Take-Away Concepts

Key Terms

Endnotes

MiniCases: How to Conduct a Case Analysis

Part 4 Introduction

How to Conduct a Case Analysis

CaseAnalysis

How to Conduct a Case Analysis

MiniCase 1: Whitney Wolfe Herd’s Dating Strategy: From Tinder to Bumble

Whitney Wolfe Herd’s Dating Strategy: From Tinder to Bumble

Whitney Wolfe Herd’s Dating Strategy: From Tinder to Bumble

Online Dating

Tinder Disrupts Online Dating

Enter Bumble, the Feminist Dating App

MiniCase 2: Microsoft: Satya Nadella Hits Refresh

Microsoft: Satya Nadella Hits Refresh

Microsoft: Satya Nadella Hits Refresh

The World’s Most Valuable Company

The Windows Company

Steve Ballmer — Reality Bites

Satya Nadella Hits Refresh

MiniCase 3: Robinhood: Democratizing Investing or Robbing Investors?

Robinhood: Democratizing Investing or Robbing Investors?

Robinhood: Democratizing Investing or Robbing Investors?

Robinhood Disrupts the Financial Services Industry

Robinhood Investors Are Robbed

MiniCase 4: Dr. Dre’s Core Competency: Coolness Factor

Dr. Dre’s Core Competency: Coolness Factor

Dr. Dre’s Core Competency: Coolness Factor

Beats’ Coolness Factor

Disruption in Content Delivery

The Front Man

MiniCase 5: Sustaining Shared Value: The Rise and Fall of Toms Shoes

Sustaining Shared Value: The Rise and Fall of Toms Shoes

Sustaining Shared Value: The Rise and Fall of Toms Shoes

MiniCase 6: Warby Parker’s Blue Ocean Strategy

Warby Parker’s Blue Ocean Strategy

Warby Parker’s Blue Ocean Strategy

A Business Plan and the Founding Team

MiniCase 7: Platform Strategy: How PayPal Solved the Chicken-or-Egg Problem

Platform Strategy: How PayPal Solved the Chicken-or-Egg Problem

Platform Strategy: How PayPal Solved the Chicken-or-Egg Problem

MiniCase 8: GE: Corporate Strategy Gone Wrong

GE: Corporate Strategy Gone Wrong

GE: Corporate Strategy Gone Wrong

MiniCase 9: LVMH Acquires Tiffany: The American Jeweler Learns How to Speak French

LVMH Acquires Tiffany: The American Jeweler Learns How to Speak French

LVMH Acquires Tiffany: The American Jeweler Learns How to Speak French

MiniCase 10: Hollywood Goes Global

Hollywood Goes Global

Hollywood Goes Global

MiniCase 11: Chick-fil-A’s Structure, Culture, and Control

Chick-fil-A’s Structure, Culture, and Control

Chick-fil-A’s Structure, Culture, and Control

MiniCase 12: Purdue Pharma and the Opioid Addiction Crisis

Purdue Pharma and the Opioid Addiction Crisis

Purdue Pharma and the Opioid Addiction Crisis

Company Index

Company Index

Name Index

Name Index

Subject Index

Subject Index

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Tags: Frank T Rothaermel, Strategic Management