| Description |
xxi, 570 p. : ill. ; 24 cm. |
| Bibliography |
Includes bibliographical references (p. 519-557) and index. |
| Contents |
Ch. 1. What Is Strategy? -- Ch. 2. What Is Performance? -- Ch. 3. Evaluating Environmental Threats -- Ch. 4. Evaluating Environmental Opportunities -- Ch. 5. Evaluating Firm Strengths and Weaknesses: Resources and Capabilities -- Ch. 6. Competitive Strategies: Cost Leadership -- Ch. 7. Competitive Strategies: Product Differentiation -- Ch. 8. Cooperative Strategies: Tacit Collusion -- Ch. 9. Cooperative Strategies: Strategic Alliances -- Ch. 10. Vertical Integration Strategies -- Ch. 11. Diversification Strategies -- Ch. 12. Organizing to Implement Diversification Strategies -- Ch. 13. Merger and Acquisition Strategies -- Ch. 14. Global Strategies. |
| Summary |
Why are reviewers so enthusiastic about Jay Barney's Gaining and Sustaining Competitive Advantage? Because this new book demonstrates how to put theory into practice, creating an exciting new perspective on the field of strategy and its applications. As Dr. Barney says in his preface, "There really isn't anything quite as practical as a good theory." This cutting-edge text develops a framework that emphasizes the importance of understanding not only the threats and opportunities in a firm's competitive environment but also the competitive implications of a firm's organizational strengths and weaknesses; focuses on the specific strategic options that firms may choose in order to gain a competitive advantage; features detailed coverage of the resource-based view of the firm, tacit collusion, product differentiation, strategic alliances, and other key topics; and presents real-world examples from Microsoft, Disney, Wal-Mart, and other important organizations. |
| Subject |
Industrial management.
|
|
Strategic planning.
|
|
Competition.
|
| ISBN |
0201512858 |
|
9780201512854 |
|
