Strategic Management Concepts Competitiveness and Globalization 12th Edition Hitt Test Bank
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Product details:
- ISBN-10 : 1305502140
- ISBN-13 : 978-1305502147
- Author:
Examine strategic management with the market-leading text that sets the standard for the most intellectually rich, practical analysis of strategic management. Written by respected experts Hitt, Ireland, and Hoskisson, the 12th edition of STRATEGIC MANAGEMENT is steeped in cutting-edge research featuring more than 500 emerging and leading companies, and reveals trends you can implement immediately to succeed in your field. You’ll discover how to integrate the classic industrial organization model with a resource-based view of the firm to give you a complete understanding of how today’s businesses use strategic management to establish competitive advantages and create value for stakeholders in the global marketplace. The freshly reimagined MindTap learning solution provides you with real-world activities that will prepare you to excel as a leader and outperform rivals.
Table of contents:
Part 1: Strategic Management Inputs
Chapter 1: Strategic Management and Strategic Competitiveness
Opening Case: Alibaba: An Online Colossus in China Goes Global
1-1 The Competitive Landscape
1-1a The Global Economy
1-1b Technology and Technological Changes
Strategic Focus
1-2 The I/O Model of Above-Average Returns
1-3 The Resource-Based Model of Above-Average Returns
1-4 Vision and Mission
1-4a Vision
1-4b Mission
1-5 Stakeholders
Strategic Focus
1-5a Classifications of Stakeholders
1-6 Strategic Leaders
1-6a The Work of Effective Strategic Leaders
1-7 The Strategic Management Process
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor An
Opening Case: Are There Cracks in The Golden Arches?
2-1 The General, Industry, and Competitor Environments
2-2 External Environmental Analysis
2-2a Scanning
2-2b Monitoring
2-2c Forecasting
2-2d Assessing
2-3 Segments of the General Environment
2-3a The Demographic Segment
2-3b The Economic Segment
2-3c The Political/Legal Segment
2-3d The Sociocultural Segment
2-3e The Technological Segment
2-3f The Global Segment
2-3g The Sustainable Physical Environment Segment
Strategic Focus
2-4 Industry Environment Analysis
2-4a Threat of New Entrants
2-4b Bargaining Power of Suppliers
2-4c Bargaining Power of Buyers
2-4d Threat of Substitute Products
2-4e Intensity of Rivalry among Competitors
2-5 Interpreting Industry Analyses
2-6 Strategic Groups
Strategic Focus
2-7 Competitor Analysis
2-8 Ethical Considerations
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Ad
Opening Case: Data Analytics, Large Pharmaceutical Companies, and Core Competencies: A Brave New Wor
3-1 Analyzing the Internal Organization
3-1a The Context of Internal Analysis
3-1b Creating Value
3-1c The Challenge of Analyzing the Internal Organization
3-2 Resources, Capabilities, and Core Competencies
3-2a Resources
Strategic Focus
3-2b Capabilities
3-2c Core Competencies
3-3 Building Core Competencies
3-3a The Four Criteria of Sustainable Competitive Advantage
3-3b Value Chain Analysis
3-4 Outsourcing
3-5 Competencies, Strengths, Weaknesses, and Strategic Decisions
Strategic Focus
Summary
Key Terms
Review Questions
Mini-Case
Notes
Part 2: Strategic Actions: Strategy Formulation
Chapter 4: Business-Level Strategy
Opening Case: Hain Celestial Group: A Firm Focused on “Organic” Differentiation
4-1 Customers: Their Relationship with Business-Level Strategies
4-1a Effectively Managing Relationships with Customers
4-1b Reach, Richness, and Affiliation
4-1c Who: Determining the Customers to Serve
4-1d What: Determining Which Customer Needs to Satisfy
4-1e How: Determining Core Competencies Necessary to Satisfy Customer Needs
4-2 The Purpose of a Business-Level Strategy
4-3 Types of Business-Level Strategies
4-3a Cost Leadership Strategy
4-3b Differentiation Strategy
Strategic Focus
4-3c Focus Strategies
4-3d Integrated Cost Leadership/Differentiation Strategy
Strategic Focus
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 5: Competitive Rivalry and Competitive Dynamics
Opening Case: Does Google Have Competition? Dynamics of the High Technology Markets
5-1 A Model of Competitive Rivalry
5-2 Competitor Analysis
5-2a Market Commonality
5-2b Resource Similarity
Strategic Focus
5-3 Drivers of Competitive Behavior
5-4 Competitive Rivalry
5-4a Strategic and Tactical Actions
5-5 Likelihood of Attack
5-5a First-Mover Benefits
5-5b Organizational Size
5-5c Quality
5-6 Likelihood of Response
5-6a Type of Competitive Action
5-6b Actor’s Reputation
5-6c Market Dependence
5-7 Competitive Dynamics
5-7a Slow-Cycle Markets
5-7b Fast-Cycle Markets
5-7c Standard-Cycle Markets
Strategic Focus
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 6: Corporate-Level Strategy
Opening Case: Disney Adds Value Using a Related Diversification Strategy
6-1 Levels of Diversification
6-1a Low Levels of Diversification
6-1b Moderate and High Levels of Diversification
6-2 Reasons for Diversification
6-3 Value-Creating Diversification: Related Constrained and Related Linked Diversification
6-3a Operational Relatedness: Sharing Activities
6-3b Corporate Relatedness: Transferring of Core Competencies
6-3c Market Power
6-3d Simultaneous Operational Relatedness and Corporate Relatedness
6-4 Unrelated Diversification
6-4a Efficient Internal Capital Market Allocation
Strategic Focus
6-4b Restructuring of Assets
6-5 Value-Neutral Diversification: Incentives and Resources
6-5a Incentives to Diversify
Strategic Focus
6-5b Resources and Diversification
6-6 Value-Reducing Diversification: Managerial Motives to Diversify
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 7: Merger and Acquisition Strategies
Opening Case: Mergers and Acquisitions: Prominent Strategies for Firms Seeking to Enhance Their Perf
7-1 The Popularity of Merger and Acquisition Strategies
7-1a Mergers, Acquisitions, and Takeovers: What Are the Differences?
7-2 Reasons for Acquisitions
Strategic Focus
7-2a Increased Market Power
7-2b Overcoming Entry Barriers
Strategic Focus
7-2c Cost of New Product Development and Increased Speed to Market
7-2d Lower Risk Compared to Developing New Products
7-2e Increased Diversification
7-2f Reshaping the Firm’s Competitive Scope
7-2g Learning and Developing New Capabilities
7-3 Problems in Achieving Acquisition Success
7-3a Integration Difficulties
7-3b Inadequate Evaluation of Target
7-3c Large or Extraordinary Debt
7-3d Inability to Achieve Synergy
7-3e Too Much Diversification
7-3f Managers Overly Focused on Acquisitions
7-3g Too Large
7-4 Effective Acquisitions
7-5 Restructuring
7-5a Downsizing
7-5b Downscoping
7-5c Leveraged Buyouts
7-5d Restructuring Outcomes
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 8: International Strategy
Opening Case: Netflix Ignites Growth Through International Expansion, But Such Growth Also Fires Up
8-1 Identifying International Opportunities
8-1a Incentives to Use International Strategy
8-1b Three Basic Benefits of International Strategy
8-2 International Strategies
8-2a International Business-Level Strategy
8-2b International Corporate-Level Strategy
Strategic Focus
8-3 Environmental Trends
8-3a Liability of Foreignness
8-3b Regionalization
8-4 Choice of International Entry Mode
8-4a Exporting
8-4b Licensing
8-4c Strategic Alliances
8-4d Acquisitions
8-4e New Wholly Owned Subsidiary
8-4f Dynamics of Mode of Entry
8-5 Risks in an International Environment
8-5a Political Risks
8-5b Economic Risks
Strategic Focus
8-6 Strategic Competitiveness Outcomes
8-6a International Diversification and Returns
8-6b Enhanced Innovation
8-7 The Challenge of International Strategies
8-7a Complexity of Managing International Strategies
8-7b Limits to International Expansion
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 9: Cooperative Strategy
Opening Case: Google, Intel, and Tag Heuer: Collaborating to Produce a Smartwatch
9-1 Strategic Alliances as a Primary Type of Cooperative Strategy
9-1a Types of Major Strategic Alliances
9-1b Reasons Firms Develop Strategic Alliances
9-2 Business-Level Cooperative Strategy
9-2a Complementary Strategic Alliances
9-2b Competition Response Strategy
9-2c Uncertainty-Reducing Strategy
9-2d Competition-Reducing Strategy
Strategic Focus
9-2e Assessing Business-Level Cooperative Strategies
9-3 Corporate-Level Cooperative Strategy
9-3a Diversifying Strategic Alliance
9-3b Synergistic Strategic Alliance
9-3c Franchising
9-3d Assessing Corporate-Level Cooperative Strategies
9-4 International Cooperative Strategy
9-5 Network Cooperative Strategy
9-5a Alliance Network Types
9-6 Competitive Risks with Cooperative Strategies
Strategic Focus
9-7 Managing Cooperative Strategies
Summary
Key Terms
Review Questions
Mini-Case
Notes
Part 3: Strategic Actions: Strategy Implementation
Chapter 10: Corporate Governance
Opening Case: The Corporate Raiders of the 1980s Have Become the Activist Shareholders of Today
10-1 Separation of Ownership and Managerial Control
10-1a Agency Relationships
10-1b Product Diversification as an Example of an Agency Problem
10-1c Agency Costs and Governance Mechanisms
10-2 Ownership Concentration
10-2a The Increasing Influence of Institutional Owners
10-3 Board of Directors
10-3a Enhancing the Effectiveness of the Board of Directors
10-3b Executive Compensation
10-3c The Effectiveness of Executive Compensation
Strategic Focus
10-4 Market for Corporate Control
10-4a Managerial Defense Tactics
10-5 International Corporate Governance
10-5a Corporate Governance in Germany and Japan
Strategic Focus
10-5b Corporate Governance in China
10-6 Governance Mechanisms and Ethical Behavior
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 11: Organizational Structure and Controls
Opening Case: Luxottica’s Dual Ceo Structure: A Key to Long Term Success or a Cause for Concern?
11-1 Organizational Structure and Controls
11-1a Organizational Structure
Strategic Focus
11-1b Organizational Controls
11-2 Relationships between Strategy and Structure
11-3 Evolutionary Patterns of Strategy and Organizational Structure
11-3a Simple Structure
11-3b Functional Structure
11-3c Multidivisional Structure
11-3d Matches between Business-Level Strategies and the Functional Structure
11-3e Matches between Corporate-Level Strategies and the Multidivisional Structure
Strategic Focus
11-3f Matches between International Strategies and Worldwide Structure
11-3g Matches between Cooperative Strategies and Network Structures
11-4 Implementing Business-Level Cooperative Strategies
11-5 Implementing Corporate-Level Cooperative Strategies
11-6 Implementing International Cooperative Strategies
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 12: Strategic Leadership
Opening Case: Can You Follow an Icon and Succeed? Apple and Tim Cook After Steve Jobs
12-1 Strategic Leadership and Style
12-2 The Role of Top-Level Managers
12-2a Top Management Teams
12-3 Managerial Succession
Strategic Focus
12-4 Key Strategic Leadership Actions
12-4a Determining Strategic Direction
12-4b Effectively Managing the Firm’s Resource Portfolio
Strategic Focus
12-4c Sustaining an Effective Organizational Culture
12-4d Emphasizing Ethical Practices
12-4e Establishing Balanced Organizational Controls
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 13: Strategic Entrepreneurship
Opening Case: Entrepreneurial Fervor and Innovation Drive Disney’s Success
13-1 Entrepreneurship and Entrepreneurial Opportunities
13-2 Innovation
13-3 Entrepreneurs
13-4 International Entrepreneurship
13-5 Internal Innovation
13-5a Incremental and Novel Innovation
Strategic Focus
13-5b Autonomous Strategic Behavior
13-5c Induced Strategic Behavior
13-6 Implementing Internal Innovations
13-6a Cross-Functional Product Development Teams
13-6b Facilitating Integration and Innovation
13-6c Creating Value from Internal Innovation
13-7 Innovation through Cooperative Strategies
13-8 Innovation through Acquisitions
Strategic Focus
13-9 Creating Value through Strategic Entrepreneurship
Summary
Key Terms
Review Questions
Mini-Case
Notes
Part 4: Preparing an Effective Case Analysis
Name Index
Company Index
Subject Index
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