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Strategic Management and Business Policy

ISBN: 9780201615432 | 0201615436
Edition: 7th
Format: Hardcover
Publisher: Prentice Hall
Pub. Date: 1/1/2000

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SummaryTable of Contents
For courses in Strategic Management at the undergraduate senior level, or at the MBA introductory level. This comprehensive text provides an engaging look into new and traditional strategic management topics. Wheelen and Hunger's thorough coverage of topics helps students develop an understanding of the wide range of theories and research available in this field, from competitive strategy and industry analysis to environmental trends and ethics. Integration of international issues throughout provides an essential understanding of global economics and its impact on business activities in any location. A wealth of real corporate cases helps students apply knowledge to real-world situations.
... MORE
Part One INTRODUCTION TO STRATEGIC MANAGEMENT AND BUSINESS POLICY
Basic Concepts of Strategic Management
1(24)
The Study of Strategic Management
3(3)
Phases of Strategic Management
3(1)
Benefits of Strategic Management
4(1)
Company Spotlight on Maytag Corporation: Initiation of Strategic Management at Maytag
5(1)
Globalization: A Challenge to Strategic Management
6(1)
21st Century Global Society: Regional Trade Associations Replace National Trade Barriers
7(1)
Creating a Learning Organization
7(1)
Basic Model of Strategic Management
8(9)
Environmental Scanning
9(1)
Strategy Formulation
10(4)
Strategy Implementation
14(1)
Evaluation and Control
15(1)
Strategy in a Changing World: Strategic Management at Delta Airlines
16(1)
Feedback/Learning Process
16(1)
Initiation of Strategy: Triggering Events
17(1)
Strategic Decision Making
17(4)
Strategy in a Changing World: Triggering Event at Iomega Corporation
18(1)
What Makes a Decision Strategic
18(1)
Mintzberg's Modes of Strategic Decision Making
18(1)
Strategic Decision-Making Process: Aid to Better Decisions
19(2)
Global Issues for the 21st Century
21(4)
Projections for the 21st Century
22(1)
Discussion Questions
22(1)
Key Terms
22(1)
Strategic Practice Exercise
23(1)
Notes
23(2)
Corporate Governance and Social Responsibility
25(27)
Corporate Governance: Role of the Board of Directors
26(9)
Responsibilities of the Board
27(2)
Members of a Board of Directors
29(2)
Key Theory: Application of Agency Theory to Corporate Governance
31(1)
21st Century Global Society: Hoechst AG Adds International Members to Its Board
32(1)
Nomination and Election of Board Members
33(1)
Organization of the Board
33(1)
Trends in Corporate Governance
34(1)
Corporate Governance: The Role of Top Management
35(4)
Responsibilities of Top Management
35(1)
Strategy in a Changing World: Board Qualifications: Diversity or Technical Competence?
36(2)
Strategy in a Changing World: Executive Leadership at Eastman Kodak
38(1)
Social Responsibilities of Strategic Decision Makers
39(4)
Responsibilities of a Business Firm
39(2)
Corporate Stakeholders
41(1)
Company Spotlight on Maytag Corporation: Location Decision
42(1)
Strategy in a Changing World: Kathy Lee Gifford Has Some Bad Days
43(1)
Ethical Decision Making
43(5)
Some Reasons for Unethical Behavior
43(2)
Encouraging Ethical Behavior
45(1)
Strategy in a Changing World: Reebok Demands Human Rights Standards from Its Suppliers
46(2)
Global Issues for the 21st Century
48(4)
Projections for the 21st Century
48(1)
Discussion Questions
49(1)
Key Terms
49(1)
Strategic Practice Exercise
49(1)
Notes
50(2)
Part Two SCANNING THE ENVIRONMENT
Environmental Scanning and Industry Analysis
52(29)
Environmental Scanning
53(7)
Identifying External Environmental Variables
54(4)
Identifying External Strategic Factors
58(1)
Key Theory: Using PPP to Identify Potential Markets in Developing Nations
59(1)
Industry Analysis: Analyzing the Task Environment
60(12)
Porter's Approach to Industry Analysis
60(5)
Industry Evolution
65(1)
Categorizing International Industries
65(1)
Company Spotlight on Maytag Corporation: Evolution of the U.S. Major Home Appliance Industry
66(1)
International Risk Assessment
67(1)
Strategic Groups
67(1)
Strategic Types
68(1)
Hypercompetition
69(1)
Strategy in a Changing World: Microsoft Operates in a Hypercompetitive Industry
70(1)
Creating an Industry Matrix
70(2)
Industry/Competitive Intelligence
72(1)
Forecasting
73(2)
Danger of Assumptions
73(1)
Useful Forecasting Techniques
73(1)
21st Century Global Society: Expert Opinion on the Future of Eastern Europe
74(1)
Synthesis of External Factors---EFAS
75(2)
Global Issues for the 21st Century
77(4)
Projections for the 21st Century
77(1)
Discussion Questions
77(1)
Key Terms
78(1)
Strategic Practice Exercise
78(1)
Notes
79(2)
Internal Scanning: Organizational Analysis
81(25)
A Resource-Based Approach to Organizational Analysis
82(2)
Using Resources to Gain Competitive Advantage
82(1)
Determining the Sustainability of an Advantage
83(1)
Value-Chain Analysis
84(3)
Industry Value-Chain Analysis
85(1)
Corporate Value-Chain Analysis
86(1)
Scanning Functional Resources
87(13)
Basic Organizational Structures
87(2)
Corporate Culture: The Company Way
89(1)
Strategic Marketing Issues
90(1)
21st Century Global Society: ABB Uses Corporate Culture as a Competitive Advantage
91(1)
Strategic Financial Issues
91(1)
Company Spotlight on Maytag Corporation: Culture as a Key Strength
92(1)
Strategic Research and Development (R&D) Issues
93(2)
Strategy in a Changing World: A Problem of Technology Transfer at Xerox Corporation
95(1)
Strategic Operations Issues
96(2)
Strategic Human Resource (HRM) Issues
98(2)
Strategic Information Systems Issues
100(1)
The Strategic Audit: A Checklist for Organizational Analysis
100(1)
Synthesis of Internal Factors---IFAS
101(1)
Global Issues for the 21st Century
102(4)
Projections for the 21st Century
103(1)
Discussion Questions
103(1)
Key Terms
103(1)
Strategic Practice Exercise
104(1)
Notes
104(2)
Part Three STRATEGY FORMULATION
Strategy Formulation: Situation Analysis and Business Strategy
106(26)
Situational Analysis: SWOT
107(4)
Generating a Strategic Factors Analysis Summary (SFAS) Matrix
107(3)
Finding a Propitious Niche
110(1)
Review of Mission and Objectives
111(1)
Generating Alternative Strategies Using a TOWS Matrix
111(2)
Business Strategies
113(16)
Porter's Competitive Strategies
113(4)
Strategy in a Changing World: Differentiation Focus Strategy at Morgan Motor Car Company
117(7)
Cooperative Strategies
124(2)
Company Spotlight on Maytag Corporation: Maytag Forms a Joint Venture in China
126(2)
21st Century Global Society: Dean Foods Finds a Joint Venture Partner in Mexico
128(1)
Global Issues for the 21st Century
129(3)
Projections for the 21st Century
130(1)
Discussion Questions
130(1)
Key Terms
130(1)
Strategic Practice Exercise
130(1)
Notes
131(1)
Strategy Formulation: Corporate Strategy
132(27)
Corporate Strategy
133(1)
Directional Strategy
133(14)
Growth Strategies
134(3)
Key Theory: Transaction Cost Economics Analyzes Vertical Growth Strategy
137(2)
Company Spotlight on Maytag Corporation: A Growth Strategy of Horizontal Growth Through Acquisitions
139(1)
International Entry Options
140(1)
21st Century Global Society: Daewoo Expands Its Corporate Growth Strategy Internationally
141(1)
Controversises in Directional Growth Strategies
142(1)
Stability Strategies
143(1)
Retrenchment Strategies
144(1)
Strategy in a Changing World: IBM Follows a Turnaround Strategy
145(2)
Portfolio Analysis
147(5)
BCG Growth-Share Matrix
147(2)
GE Business Screen
149(1)
International Portfolio Analysis
150(1)
Advantages and Limitations of Portfolio Analysis
151(1)
Corporate Parenting
152(4)
Developing a Corporate Parenting Strategy
153(1)
Parenting-Fit Matrix
153(2)
Horizontal Strategy: Corporate Competitive Strategy
155(1)
Global Issues for the 21st Century
156(3)
Projections for the 21st Century
156(1)
Discussion Questions
156(1)
Key Terms
157(1)
Strategic Practice Exercise
157(1)
Notes
158(1)
Strategy Formulation: Functional Strategy and Strategic Choice
159(23)
Functional Strategy
160(11)
Core Competencies
160(1)
The Sourcing Decision: Where Should Functions Be Housed?
161(1)
Marketing Strategy
162(2)
Financial Strategy
164(1)
Company Spotlight on Maytag Corporation: Maytag Supports Dealers as Part of Its Marketing Strategy
165(1)
Research and Development (R&D) Strategy
165(1)
Operations Strategy
166(2)
21st Century Global Society: Whirlpool Adjusts Its Manufacturing Strategy to Local Conditions
168(1)
Purchasing Strategy
168(1)
Logistics Strategy
169(1)
Human Resource Management (HRM) Strategy
170(1)
Information Systems Strategy
170(1)
Strategies to Avoid
171(1)
Strategic Choice: Selection of the Best Strategy
171(6)
Constructing Corporate Scenarios
172(4)
Process of Strategic Choice
176(1)
Strategy in a Changing World: Intel Makes a Strategic Decision
177(1)
Development of Policies
177(1)
Global Issues for the 21st Century
178(4)
Projections for the 21st Century
178(1)
Discussion Questions
179(1)
Key Terms
179(1)
Strategic Practice Exercise
179(1)
Notes
180(2)
Part Four STRATEGY IMPLEMENTATION AND CONTROL
Strategy Implementation: Organizing for Action
182(24)
Strategy Implementation
183(2)
Who Implements Strategy?
185(1)
What Must Be Done?
185(1)
Developing Programs, Budgets, and Procedures
185(1)
Achieving Synergy
186(1)
How is Strategy to Be Implemented? Organizing for Action
186(13)
Structure Follows Strategy
187(1)
Stages of Corporate Development
188(3)
Strategy in a Changing World: The Founder of the Modem Blocks the Transition to Stage II
191(1)
Organizational Life Cycle
192(1)
Advanced Types of Organizational Structures
192(2)
Company Spotlight on Maytag Corporation: Initiating a Revival Phase
194(3)
Reengineering and Strategy Implementation
197(1)
Designing Jobs to Implement Strategy
198(1)
Key Theory: Designing Jobs with the Job Characteristics Model
199(1)
International Issues in Strategy Implementation
199(4)
21st Century Global Society: The Internet: Instant Entry into the International Marketplace
201(2)
Global Issues for the 21st Century
203(3)
Projections for the 21st Century
203(1)
Discussion Questions
203(1)
Key Terms
204(1)
Strategic Practice Exercise
204(1)
Notes
204(2)
Strategy Implementation: Staffing and Directing
206(23)
Staffing
207(7)
Staffing Follows Strategy
208(1)
Selection and Management Development
209(1)
Strategy in a Changing World: Ann Iverson Implements a Turnaround Strategy at Laura Ashley
210(1)
Problems in Retrenchment
211(1)
International Issues in Staffing
212(2)
21st Century Global Society: General Motors Uses Chinese-Americans in Chinese Joint Venture
214(1)
Leading
214(9)
Managing Corporate Culture
214(4)
Company Spotlight on Maytag Corporation: Assimilating Admiral's Culture
218(1)
Action Planning
218(2)
Management By Objectives
220(1)
Total Quality Management
221(1)
International Considerations in Leading
222(1)
Global Issues for the 21st Century
223(6)
21st Century Global Society: Cultural Differences Create Implementation Problems in Merger
224(1)
Projections for the 21st Century
225(1)
Discussion Questions
225(1)
Key Terms
225(1)
Strategic Practice Exercise
225(2)
Notes
227(2)
Evaluation and Control
229(34)
Evaluation and Control in Strategic Management
230(1)
Measuring Performance
231(13)
Appropriate Measures
231(1)
Behavior and Output Controls
231(2)
Activity-Based Costing
233(1)
Primary Measures of Corporate Performance
234(4)
Evaluating Top Management
238(1)
Primary Measures of Divisional and Functional Performance
239(2)
International Measurement Issues
241(1)
Strategy in a Changing World: Seitz Corporation Uses Benchmarking in Strategy Implementation
242(1)
21st Century Global Society: European Union's Problems with Forming a Single Currency
243(1)
Strategic Information Systems
244(1)
Problems in Measuring Performance
245(3)
Short-Term Orientation
245(1)
Goal Displacement
246(1)
Company Spotlight on Maytag Corporation: The Impact of Hoover on Maytag's Financial Performance
247(1)
Guidelines for Proper Control
248(1)
Strategic Incentive Management
248(3)
Strategy in a Changing World: Southwest Airlines' Corporate Culture Makes Control Easier
249(2)
Using the Strategic Audit to Evaluate Corporate Performance
251(8)
Global Issues for the 21st Century
259(4)
Projections for the 21st Century
260(1)
Discussion Questions
260(1)
Key Terms
260(1)
Strategic Practice Exercise
260(1)
Notes
261(2)
Part Five OTHER STRATEGIC ISSUES
Strategic Issues in Managing Technology and Innovation
263(20)
Role of Management
264(1)
Strategy in a Changing World: Examples of Innovation Emphasis in Mission Statements
265(1)
Environmental Scanning
265(4)
External Scanning
265(2)
Internal Scanning
267(2)
Strategy Formulation
269(4)
Product versus Process R&D
269(1)
Technology Sourcing
269(1)
21st Century Global Society: The Impact of R&D on Competitive Advantage in China
270(2)
Company Spotlight on Maytag Corporation: Importance of Product and Process R&D in the Major Home Appliance Industry
272(1)
Importance of Technological Competence
272(1)
Product Portfolio
273(1)
Strategy Implementation
273(5)
Developing an Innovative Entrepreneurial Culture
273(2)
Organizing for Innovation: Corporate Entrepreneurship
275(1)
Strategy in a Changing World: DuPont Uses Cross-Functional Teams to Improve Innovation
276(2)
Evaluation and Control
278(1)
Global Issues for the 21st Century
278(5)
Projections for the 21st Century
279(1)
Discussion Questions
280(1)
Key Terms
280(1)
Strategic Practice Exercise
280(1)
Notes
281(2)
Strategic Issues in Entrepreneurial Ventures and Small Businesses
283(22)
Importance of Small Business and Entrepreneurial Ventures
284(1)
Definition of Small-Business Firms and Entrepreneurial Ventures
284(1)
The Entrepreneur as Strategic Manager
284(1)
Use of Strategic Planning and Strategic Management
285(3)
Degree of Formality
286(1)
Usefulness of Strategic Management Model
286(1)
Usefulness of Strategic Decision-Making Process
286(2)
Issues in Environmental Scanning and Strategy Formulation
288(6)
Sources of Innovation
290(1)
21st Century Global Society: Mission and Policies of The Body Shop Reflect Entrepreneur's Personal Values and Experiences
291(2)
Factors Affecting a New Venture's Success
293(1)
Strategy in a Changing World: Cherrill Farnsworth's Entrepreneurial Personality
294(1)
Issues in Strategy Implementation
294(4)
Stages of Small Business Development
295(2)
Company Spotlight on Maytag Corporation: Impact of F. L. Maytag on Maytag Corporation
297(1)
Transfer of Power and Wealth in Family Businesses
298(1)
Issues in Evaluation and Control
298(2)
Global Issues for the 21st Century
300(5)
Projections for the 21st Century
301(1)
Discussion Questions
301(1)
Key Terms
301(1)
Strategic Practice Exercise
302(1)
Notes
303(2)
Strategic Issues in Not-for-Profit Organizations
305(14)
Why Not-for-Profit?
306(1)
21st Century Global Society: Aspects of Life Most Suited for Not-for-Profits
307(1)
Importance of Revenue Source
307(3)
Sources of Not-for-Profit Revenue
308(1)
Patterns of Influence on Strategic Decision Making
308(2)
Usefulness of Strategic Management Concepts and Techniques
310(1)
Impact of Constraints on Strategic Management
310(3)
Impact on Strategy Formulation
311(1)
Impact on Strategy Implementation
312(1)
Impact on Evaluation and Control
313(1)
Popular Not-for-Profit Strategies
313(1)
Strategic Piggybacking
313(1)
Mergers
314(1)
Strategic Alliances
314(1)
Global Issues for the 21st Century
314(5)
Strategy in a Changing World: Resources Needed for Successful Strategic Piggybacking
315(1)
Projections for the 21st Century
316(1)
Discussion Questions
316(1)
Key Terms
316(1)
Strategic Practice Exercises
316(1)
Notes
317(2)
Part Six INTRODUCTION TO CASE ANALYSIS
Suggestions for Case Analysis
319(15)
The Case Method
320(1)
Researching the Case Situation
320(1)
Financial Analysis: A Place to Begin
320(8)
Strategy in a Changing World: Using the World Wide Web to Obtain Information
321(1)
Analyzing Financial Statements
322(2)
Common-Size Statements
324(2)
Z-Value, Index of Sustainable Growth, and Free Cash Flow
326(1)
Strategy in a Changing World: Is Inflation Dead or Just Sleeping?
327(1)
Useful Economic Measures
327(1)
Format for Case Analysis: The Strategic Audit
328(3)
21st Century Global Society: The Fastest Growing Economies in the World
329(2)
Global Issues for the 21st Century
331(3)
Projections for the 21st Century
332(1)
Discussion Questions
332(1)
Key Terms
332(1)
Strategic Practice Exercise
333(1)
Appendix 14.A Resources for Case Library Research334(2)
Appendix 14.B Suggested Case Analysis Methodology Using the Strategic Audit336(4)
Appendix 14.C Example of Student-Written Strategic Audit340(4)
Notes344

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