Mastering Strategic Management

(3 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

 

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

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. This adaptation has reformatted the original text, and replaced some images and figures to make the resulting whole more shareable. This adaptation has not significantly altered or updated the original 2011 text. This work is made available under the terms of a Creative Commons Attribution-NonCommercial-ShareAlike license.

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)

Unnamed Author serves as Lowder Eminent Scholar and Professor of Management at Auburn University. An award-winning educator, Ketchen has taught Strategic Management, Principles of Management, and Franchising. His research interests include strategic management, entrepreneurship, research methods, and strategic supply-chain management. He has published more than one hundred articles in journals such as Administrative Science Quarterly, Academy of Management Journal, and Strategic Management Journal. He has served on thirteen editorial boards, including those of Academy of Management Review, Strategic Management Journal, and Journal of Management Studies. He has served as associate editor for seven journals, including Academy of Management Journal, Journal of International Business Studies, and Organizational Research Methods. Ketchen serves on the teaching team for the Entrepreneurship Bootcamp for Veterans with Disabilities at Florida State University, has acted as an expert witness, and has assisted a variety of private and public sector entities with strategic planning. He is the former chair of the board of directors for the Alabama Launchpad (a statewide business plan competition) and currently serves on the Steering Committee for the Michelin Development–East Alabama (an entity that provides low-interest loans to fuel job creation).

Unnamed Author is the Rath Chair in Strategic Management at the University of Oklahoma. His award-winning teaching includes classes such as Principles of Management, Strategic Management, Entrepreneurship, and Management History. Short’s research focuses on the determinants of firm and organizational performance. He has published more than fifty articles in such journals as Strategic Management Journal, Organization Science, Personnel Psychology, Organizational Behavior and Human Decision Processes, Academy of Management Learning and Education, and Journal of Management Education, among others. He is an associate editor for the Journal of Management and serves on the editorial board of Organizational Research Methods. He also coauthored the first Harvard Business School case in graphic novel format.