Strategic Management by Hill Charles W. L.

This leading strategy text presents the complexities of strategic management through up-to-date scholarship and hands-on applications. Highly respected authors Charles Hill and Gareth Jones integrate cutting-edge research on topics including corporate performance, governance, strategic leadership, technology, and business ethics through both theory and cases. Based on real-world practices and current thinking in the field, the Ninth Edition of Strategic Management features an increased emphasis on the changing global economy and its role in strategic management. The high-quality case study program contains 30 cases covering small, medium, and large companies of varying backgrounds. All cases are available in the main student text or the core case text.

Key Features

• Ethical Dilemma margin call-outs in each chapter ask students to consider ethical ramifications of management decisions and asks students to consider alternate decisions based on chapter concepts.
• Running Cases featuring Wal-Mart. Various business aspects of Wal-Marts operations are featured in every chapter.
• New examples focusing on the global economic status integrated throughout all chapters and a research focus for cases.
• The thirty cases that we have selected for this edition will appeal, we are certain, to students and professors alike, both because these cases are intrinsically interesting and because of the number of strategic management issues they illuminate. The organizations discussed in the cases range from large, well-known companies, for which students can do research to update the information, to small, entrepreneurial businesses that illustrate the uncertainty and challenge of the strategic management process. In addition, the selections include many international cases, and most of the other cases contain some element of global strategy. Refer to the Contents for a complete listing of the cases with brief descriptions.

Table of Contents
PART ONE: INTRODUCTION TO STRATEGIC MANAGEMENT.
1: Strategic Leadership: Managing the Strategy-Making process for Competitive Advantage.
2: External Analysis: The Identifi cation of Opportunities and Threats.
PART TWO: THE NATURE OF COMPETITIVE ADVANTAGE.
3: Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability.
4: Building Competitive Advantage Through Functional-Level Strategy.
PART THREE: STRATEGIES.
5: Building Competitive Advantage Through Business-Level Strategy.
6: Business-Level Strategy and the Industry Environment.
7: Strategy and Technology.
8: Strategy in the Global Environment.
9: Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing.
10: Corporate-Level Strategy: Related and Unrelated Diversification.
PART FOUR: IMPLEMENTING STRATEGY.
11: Corporate Performance, Governance, and Business Ethics.
12: Implementing Strategy in Companies That Compete in a Single Industry.
13: Implementing Strategy in Companies That Compete across Industries and Countries.
PART FIVE: CASES IN STRATEGIC MANAGEMENT