Alan N. Hoffman, MBA, DBA (Indiana University), is Professor of Strategic Management at Bentley University in Waltham, Massachusetts. He is the former Director of the MBA Program at Bentley University. He served as the course coordinator and Visiting Professor of Strategic Management for the Global Strategy course in the OneMBA Program at the Rotterdam School of Management at Erasmus University, Rotterdam, The Netherlands. Hoffman is also the owner of Dr. Alan N. Hoffman Investment Management, founded in 1995. His major areas of interest include strategic management, global competition, investment strategy, design thinking, and technology. Professor Hoffman is coauthor of The Strategic Management Casebook and Skill Builder textbook (with Hugh O’Neill). His academic publications have appeared in the Academy of Management Journal, Human Relations, the Journal of Business Ethics, the Journal of Business Research, and Business Horizons. He has authored more than 40 strategic management cases, including The Boston YWCA, Ryka Inc., Liz Claiborne, Ben & Jerry’s, Cisco Systems, Sun Microsystems, Palm Inc., Handspring, eBay, AOL/Time Warner, McAfee, Apple Computer, TiVo Inc., Wynn Resorts, TomTom, Blue Nile, GE, Amazon, Netflix, Delta Airlines, A123, Tesla Motors, Chipotle, Staples, Target, Sonic Restaurants, Harley Davidson, and Whole Foods Market. He is the recipient of the 2004 Bentley University Teaching Innovation Award for his course: The Organizational Life Cycle–The Boston Beer Company Brewers of Samuel Adams Lager Beer. He teaches strategic management in many executive programs and also teaches business to artists at The Massachusetts College of Art and Design.

Charles E. Bamford, PhD (University of Tennessee), MBA (Virginia Tech), and BS (University of Virginia). He is an adjunct professor at the University of Notre Dame, where he has been awarded the EMBA Professor of the Year Award four times. Bamford worked in industry for 12 years prior to pursuing his PhD. His last position was as the Manager of Business Analysis (Mergers & Acquisitions, Dispositions, and Business Consulting) for Dominion Bankshares Corporation (now Wells Fargo). Three years ago Chuck founded Bamford Associates, LLC and relocated to Durham, NC. He has worked with thousands of managers in the development of implementable strategic plans and an entrepreneurial orientation to growth.

His research has been published in the Strategic Management Journal, Journal of Business Venturing, Entrepreneurship Theory & Practice, Journal of Business Research, Journal of Business Strategies, Journal of Technology Transfer, and Journal of Small Business Management, among others. Bamford has co-authored four other textbooks and is the author of the fiction novel Some Things Are Never Forgiven (Penguin Press).

He has taught courses in strategy and entrepreneurship at the undergraduate, graduate, and executive levels. His teaching experience includes courses taught at universities in Scotland, Hungary, and the Czech Republic. He was a Professor and the Dennis Thompson Chair of Entrepreneurship at Queens University of Charlotte. He also held positions as an Associate Professor at Texas Christian University and at the University of Richmond. He has taught Executive MBA courses at The University of Notre Dame, Texas Christian University, Tulane University, and at Queens University of Charlotte.

Bamford has won 19 individual teaching excellence awards during his career, including 10 Executive MBA Professor of the Year Awards. He is also a Noble Foundation Fellow in Teaching Excellence.

Thomas L. Wheelen, May 30, 1935 — December 24, 2011. DBA, MBA, BS CumLaude (George Washington University, Babson College, and Boston College, respectively), College, MBA (1961); Boston College, BS cum laude (1957).

J. David Hunger, May 17, 1941 — April 10, 2014. PhD (Ohio State University).

1. Basic Concepts of Strategic Management

2. Corporate Governance

3. Social Responsibility and Ethics in Strategic Management

Part II. Scanning the Environment

4. Environmental Scanning and Industry Analysis

5. Organizational Analysis and Competitive Advantage

Part III. Strategy Formulation

6. Strategy Formulation: Business Strategy

7. Strategy Formulation: Corporate Strategy

8. Strategy Formulation: Functional Strategy and Strategic Choice

Part IV. Strategy Implementation and Control

9. Strategy Implementation: Global Strategy

10. Strategy Implementation: Organizing and Structure

11. Strategy Implementation: Staffing and Directing

12. Evaluation and Control

Part V. Introduction to Case Analysis

13. Suggestions for Case Analysis

Part VI. Cases in Strategic Management

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