Mastering Strategic Management

(4 reviews)

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Pub Date: 2016

ISBN 13:

Publisher: University of Minnesota Libraries Publishing

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Reviewed by Dr. David Try Ph.D., Instructor , Northwest Community College, on 10/10/2013.

I found this text to be well-written and high quality, with up-to-date material, examples and case studies. In my experience, both as an … read more

 

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Reviewed by Daniel Forbes, Associate Professor, U. of Minnesota, on 6/11/2015.

The book covers most of the chapters commonly found in a strategy textbook, and the content within each chapter is also similar in terms of the key … read more

 

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Reviewed by Cynthia Steutermann, Multi-Term Lecturer, University of Kansas, on 8/22/2016.

This book does a somewhat good job of covering many aspects of strategic analysis. For instance, the discussions relative to cost leadership, … read more

 

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Reviewed by Sam Cappel, Professor, Southeastern Louisiana University, on 6/21/2017.

I found the book to be comprehensive, covering in detail important parts of strategic management.… read more

 

Table of Contents

  • Chapter 1: Mastering Strategy: Art and Science
  • Chapter 2: Leading Strategically
  • Chapter 3: Evaluating the External Environment
  • Chapter 4: Managing Firm Resources
  • Chapter 5: Selecting Business-Level Strategies
  • Chapter 6: Supporting the Business-Level Strategy: Competitive and Cooperative Moves
  • Chapter 7: Competing in International Markets
  • Chapter 8: Selecting Corporate-Level Strategies
  • Chapter 9: Executing Strategy through Organizational Design
  • Chapter 10: Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility
 

About the Book

Teaching the strategic management course can be a challenge for many professors. In most business schools, strategic management is a “capstone” course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) in order to understand how top executives make the strategic decisions that drive whether organizations succeed or fail. Although students have taken these functional courses, many students have very little experience with major organizational choices. It is this inexperience that can undermine many students’ engagement in the course.

Mastering Strategic Management is designed to enhance student engagement in three innovative ways.

The first is through visual adaptations of the key content in the book. It is well documented that many of today’s students are visual learners. To meet students’ wants and needs (and thereby create a much better teaching experience for professors), Mastering Strategic Management contains multiple graphic concept pages in ever section of every chapter of the book. Think of graphic concept pages as almost like info-graphics for key concepts in each section. This feature sets Mastering Strategic Management apart from any strategic management book on the market today.

The second way the authors capture student interest through their textbook is by using a real-world company as the running example in each chapter. For example, Chapter 1 in Mastering Strategic Management utilizes Apple to harness the conceptual coverage of the chapter in a running, corporate, application to which students will relate.

The third inventive way Mastering Strategic Management holds the attention of strategic management students is through the “strategy at the movies” feature in each chapter that links course concepts with a popular motion picture. In Chapter 1, for example, the authors describe how “The Social Network” illustrates intended, emergent, and realized strategies.

You can expect Mastering Strategic Management to cover all of the traditional topics that standard strategic management texts cover, but in an exciting way that will assist you in engaging your students in your course. See for yourself by checking out the book online today.

About the Contributors

Author(s)

Mastering Strategic Management is adapted from a work produced and distributed under a Creative Commons license (CC BY-NC-SA) in 2011 by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative.