Autorentext

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 practitioner-oriented 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 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.

Klappentext

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).

Inhalt

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