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Strategic management : an integrated approach / Charles W. L. Hill, Gareth R. Jones

Main Author Hill, Charles W. L. Coauthor Jones, Gareth R. Country Estados Unidos. Edition 8th ed Publication Boston : Houghton Mifflin, cop. 2008 Description [1064] p., pág. var. : il. color. ; 27 cm ISBN 0-618-89469-1
978-0-618-89469-7
CDU 658.0
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Holdings
Item type Current location Call number Status Date due Barcode Item holds Course reserves
Monografia Biblioteca Geral da Universidade do Minho
BGUM 658.0 - H Available 387947

Mestrado Integrado em Engenharia Física Formação Empresarial e Empreendedorismo 1º semestre

Mestrado em Sistemas de Informação Estratégia e Competitividade 1º semestre

Total holds: 0

Enhanced descriptions from Syndetics:

This leading strategy text presents the complexities of strategic management through up-to-date scholarship and hands-on applications. Highly respected authors Charles Hill and Gareth Jones integrate cutting-edge research on topics including corporate performance, governance, strategic leadership, technology, and business ethics through both theory and cases. Based on real-world practices and current thinking in the field, the Eighth Edition of Strategic Management features an increased emphasis on the concept of the "business model" as a way of framing the issues of competitive advantage. The high-quality case study program has been expanded to 34 cases covering small, medium, and large companies of varying backgrounds. All cases are available in the main student text, the core case text, and now in a customizable casebook that instructors can create via the HMXChange Case Database.

Table of contents provided by Syndetics

  • 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage
  • 2 External Analysis: The Identification of Opportunities and Threats
  • 3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability
  • 4 Building Competitive Advantage Through Functional-Level Strategy
  • 5 Building Competitive Advantage Through Business-Level Strategy
  • 6 Business-Level Strategy and the Industry Environment
  • 7 Strategy and Technology
  • 8 Strategy in the Global Environment
  • 9 Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing
  • 10 Corporate-Level Strategy: Formulating and Implementing Related and Unrelated Diversification
  • 11 Corporate Performance, Governance, and Business Ethics
  • 12 Implementing Strategy in Companies That Compete in a Single Industry
  • 13 Implementing Strategy in Companies That Compete Across Industries and Countries
  • Cases
  • Case 1 The Apollo Group: University of Phoenix
  • Case 2 Boeing Commercial Aircraft: Comeback
  • Case 3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability
  • Case 4 Apple Computer
  • Case 5 The Home Videogame Industry: Pong to Xbox 360
  • Case 6 Internet Search and the Rise of Google
  • Case 7 Yahoo in 2007
  • Case 8 Amazon.com in 2007
  • Case 9 eBay and the Online Auction Industry in 2007
  • Case 10 SAP and the Evolving Enterprise Resource Planning Software Industry, 2007
  • Case 11 Volantis
  • Case 12 Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology Consulting
  • Case 13 Blockbuster's Challenges in the Video Rental Industry in 2007
  • Case 14 The Evolution of the Small Package Express Delivery Industry, 1973-2006
  • Case 15 Airborne Express: The Underdog
  • Case 16 American Airlines Since Deregulation: A Thirty-Year Experience, 1978-2007
  • Case 17 Cola Wars Continue: Coke and Pepsi in 2006
  • Case 18 Staples
  • Case 19 Whole Foods Market, 2005: Will There Be Enough Organic Food to Satisfy the Growing Demand
  • Case 20 Organizational Transformation at the BBC
  • Case 21 NBC in Trouble
  • Cases 22 and 23 Tsingtao Brewery Co. Ltd. (A) and (B)
  • Case 24 Honda Motor Co. and Hybrid Electric Vehicles
  • Case 25 vCustomer: Shaping the Outsourcing Industry
  • Case 26 Verizon Communications Inc.: The Telecommunications Industry
  • Case 27 Procter and Gamble: The Beauty/Feminine Care Segment of the Consumer Goods Industry
  • Case 28 3M in 2006
  • Case 29 GE's Growth Strategy: The Immelt Initiative
  • Case 30 The New Viacom
  • Case 31 From Silver Halide to Digital Imaging Technology at Eastman Kodak: The Challenges Ahead
  • Case 32 Philips versus Matsushita: A New Century, a New Round
  • Case 33 Merck, the FDA, and the Vioxx Recall
  • Case 34 Mired in Corruption: Kellogg, Brown and Root in Nigeria

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