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Volberda, Morgan and Reinmoeller have joined with Hitt, Ireland and Hoskisson to develop a truly landmark strategic management textbook that is ideally suited for courses in Europe, the Middle East and Africa as well as other global markets. With a new process perspective to supplement the text's trademark integrated approach, Strategic Management: Competitiveness and Globalization provides the most comprehensive and thorough coverage of strategic management now available in the market. Whilst maintaining the strengths and hallmark features of the original work, this new strategy text has been specially prepared to match the modern EMEA curriculum with boosted coverage of implementation issues, analysis of how firms use strategic management tools, techniques and concepts, a balanced emphasis on economics and resource-based perspectives and expanded coverage of comparative governance and organizational renewal. Strategic Management has been shortlisted for the 2011/12 CMI Management Book of the Year awards in the ebook and Management and Leadership Textbook categories. More information about the CMI and the competition can be found here http://yearbook.managers.org.uk/index5.htm.

Strategic Management: Competitiveness and Globalization. Concepts Only

PART I: STRATEGIC MANAGEMENT INPUTS
1 Strategic management and strategic competitiveness
2 The external environment
3 The internal organization
4 Integrating internal and external resources
PART II: REFINING THE STRATEGIC ACTIONS
5 Business-level strategy
6 Competitive rivalry and competitive dynamics
7 Corporate-level strategy
8 Strategic acquisition and restructuring
9 International strategy
10 Cooperative strategy
PART IIII: IMPLEMENTATION OF STRATEGIC ACTIONS
11 Strategic leadership
12 Corporate governance
13 Organizational structure and controls
14 Strategic entrepreneurship
15 Strategic renewal
List of in-text opening and closing cases
CHAPTER 1
Opening Case Airbus + Boeing
Closing Case The Nano within Tata Group: Tata Motors' rise and a revolution in the global automotive industry
CHAPTER 2
Opening Case Indian Oil Corporation
Closing Case Does Google have the market power to ignore external pressures?
CHAPTER 3
Opening Case Gazprom: Strong pipelines
Closing Case RIM at the Edge: Privacy, Protection, Policy and Company Performance
CHAPTER 4
Opening Case Muji: Designing with Markets
Closing Case Japanese Manga, Publishers and Innovation Models
CHAPTER 5
Opening Case Acer Group: Using a "Bare Bones" Cost Structure to Succeed in Global PC
Closing Case BMW differentiates with MINI
CHAPTER 6
Opening Case Vodafone Group PLC & Competition in the U.K. mobile phone network
Closing Case GlaxoSmithKline: finding a balance between GSK's strategic change with tactical implications
CHAPTER 7
Opening Case Fosters' Group Diversification into the Wine Business
Closing Case The British Broadcasting Corporation (BBC) and Diversification Limits
CHAPTER 8
Opening Case Cross-Border Acquisitions: Trends and Patterns
Closing Case DaimlerChrysler is Now Daimler AG-The Failed Merger with Chrysler Corporation
CHAPTER 9
Opening Case Entry into China by Foreign Firms and Chinese Firms Reaching for Global
Closing Case Al Jazeera-Successful Transformation from a Regional to Global Channel
CHAPTER 10
Opening Case Using Cooperative Strategies at IBM
Closing Case BT and HP-Pursuing a successful strategic alliance
CHAPTER 11
Opening Case Selecting a New CEO: The Importance of Strategic Leaders
Closing Case Robert Polet, the ice cream man who made Gucci hot again
CHAPTER 12
Opening Case Siemens Bribery
Closing Case Europe's Enron - Parmalat
CHAPTER 13
Opening Case Restructuring NestlA©
Closing Case Oticon's 'Spaghetti Organization'.
CHAPTER 14
Opening Case The continuing innovation revolution at Nokia; The case of car navigation
Closing Case The case of the Dutch Life Sciences sector
CHAPTER 15
Opening Case Sustained strategic renewal at Royal Dutch Shell plc 1907-2009
Closing Case Novotel's Transformational Renewal Journey