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Strategic Management
Theory and Application
Adrian Haberberg and Alison Rieple
848 pages
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90 colour photographs, 80 figures and tables
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264x194mm
978-0-19-921646-8
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Paperback
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20 December 2007
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- The only undergraduate student-focused textbook on strategic management with an emphasis on skills development, promoting skills in critical thinking, analytical rigour and creativity throughout
- Recent, illustrative examples of what can go wrong with even the most well-conceived strategies allowing a focus on realism for students
- Four running examples, end-of-chapter cases and longer cases to provide a focus on the relevance of the theory to real-life context
- Balanced and rigorous approach to examining theory, which offers a fusion of two main disciplines: organization theory and economics
- Features extensive digital material (on both website and DVD) that is fully integrated with the textbook to offer a blended learning solution.
- National and international coverage of strategic management to place the concepts in a broad context
Strategic Management: Theory and Application is an undergraduate student-focused text which provides an emphasis on skills development. The features provided throughout the book promote the development of critical thinking, analytical rigour and creativity skills. The text is structured to include a variety of learning features including real-life applications, four running cases, what can go wrong boxes, theoretical debates, using evidence, creative strategising, end-of-chapter cases and longer cases. These place emphasis on realism through recent, illustrative examples of what can go wrong with even the most well-conceived strategies as well as demonstrating the relevance of the theory to real-life practice. The balanced approach to theory and
application summarises relevant economic, sociological and organisation-theoretic concepts, without attempting to artificially force these into inappropriate theoretical 'boxes'. With a highly accessible writing style, this text it is an invaluable learning tool for all students in this area.
Online Resource Centre
The Online Resource Centre (ORC) accompanying this textbook provides all the teaching and learning materials needed to support each chapter, removing the need for lecturers to look for additional seminar and text materials, and giving students the resources they need to check and build upon their understanding.
The Lecturer section features answers to case study and end-of-chapter questions, seminar activities, PowerPoint
slides and a test bank to aid lecturers' teaching. The suite of video clips matching the core concepts explored in the book helps bring the subject to life and adds a useful teaching tool to the textbook package.
The Student section comprises multiple-choice questions, web-links a flashcard glossary and exercises to help students test their own understanding.Readership: Suitable for undergraduate Business students studying modules in Strategic Management, Corporate Strategy and Business Strategy.
Also suitable for MBA students and MSc Business students.
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Adrian Haberberg, MBA Director and Principal Lecturer in Strategic Management, and Alison Rieple, Professor of Strategic Management, Harrow Business School, University of Westminster
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"At last a book which addresses the practical aspects of analysing markets, assessing opportunities and developing winning strategies . . . to help students develop analytical skills!" - Sue Balint, University of Westminster
"Succeeds in creating a sense of realism through the deployment of sophisticated meso-level theory rather than simple abstractions. Students and instructors will find this very valuable.
" - Bruce Cronin, University of Greenwich
"The case studies used are up-to-date, relevant and appropriate. The level is pitched correctly to promote critical thinking and academic rigour. Overall each chapter provides a good balanced and comprehensive approach to theory.
" - Martyn Kendrick, DeMontfort University
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Part One: Core Concepts
1: Strategy and the Organization
2: What is Strategic Management?
Part Two: Assessing Fit and Distinctiveness
3: Understanding the Influence of the Environment
4: Distinctiveness (1): Competitive Stance
5: Distinctiveness (2): Scope, Scale and Diversity
6: Distinctiveness (3): The Value Chain
Part Three: The Sustainability of Advantage
7: The Resource-based View of the Firm
8: Architecture, Structure and Culture
9: The Management of Complex Organization
10: Knowledge, Learning and Innovation
Part Four: From Strategic Analysis to Strategy Formulation
11: Assessing Strategic Failure and Success
12: Options and Strategic Methods
13: Strategies in Profit-making Contexts
14: Strategies in International Contexts
15: Strategies Where Profit is Not the Main Objective
Part Five: Strategy Implementation
16: Effecting Change
17: Making Strategy Happen
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The specification in this catalogue, including without limitation price, format, extent, number of illustrations, and month of publication, was as accurate as possible at the time the catalogue was compiled. Occasionally, due to the nature of some contractual restrictions, we are unable to ship a specific product to a particular territory. Jacket images are provisional and liable to change before publication.
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