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Test bank for Strategic Management: Concepts and Cases: Competitiveness and Globalization 12th Edition by Hitt
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Test bank for Strategic Management: Concepts and Cases: Competitiveness and Globalization 12th Edition by Hitt
This is completed downloadable of Test bank for Strategic Management: Concepts and Cases: Competitiveness and Globalization 12th Edition by Hitt
Product Details:
- ISBN-10 ‏ : ‎ 1305502140
- ISBN-13 ‏ : ‎ 978-1305502147
- Author:Â Â
Examine strategic management with the market-leading text that sets the standard for the most intellectually rich, practical analysis of strategic management. Written by respected experts Hitt, Ireland, and Hoskisson, the 12th edition of STRATEGIC MANAGEMENT is steeped in cutting-edge research featuring more than 500 emerging and leading companies, and reveals trends you can implement immediately to succeed in your field. You’ll discover how to integrate the classic industrial organization model with a resource-based view of the firm to give you a complete understanding of how today’s businesses use strategic management to establish competitive advantages and create value for stakeholders in the global marketplace. The freshly reimagined MindTap learning solution provides you with real-world activities that will prepare you to excel as a leader and outperform rivals.
Table of Content:
- Ch 1: Strategic Management and Strategic Competitiveness
- Ch 1: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 1: Introduction
- 1-1: The Competitive Landscape
- 1-2: The I/O Model of Above-Average Returns
- 1-3: The Resource-Based Model of Above-Average Returns
- 1-4: Vision and Mission
- 1-5: Stakeholders
- 1-6: Strategic Leaders
- 1-7: The Strategic Management Process
- Ch 1: Summary
- Ch 1: Key Terms
- Ch 1: Review Questions
- Ch 1: Mini-Case
- Ch 1: Notes
- Ch 2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysi
- Ch 2: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 2: Introduction
- 2-1: The General, Industry, and Competitor Environments
- 2-2: External Environmental Analysis
- 2-3: Segments of the General Environment
- 2-4: Industry Environment Analysis
- 2-5: Interpreting Industry Analyses
- 2-6: Strategic Groups
- 2-7: Competitor Analysis
- 2-8: Ethical Considerations
- Ch 2: Summary
- Ch 2: Key Terms
- Ch 2: Review Questions
- Ch 2: Mini-Case
- Ch 2: Notes
- Ch 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advanta
- Ch 3: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 3: Introduction
- 3-1: Analyzing the Internal Organization
- 3-2: Resources, Capabilities, and Core Competencies
- 3-3: Building Core Competencies
- 3-4: Outsourcing
- 3-5: Competencies, Strengths, Weaknesses, and Strategic Decisions
- Ch 3: Summary
- Ch 3: Key Terms
- Ch 3: Review Questions
- Ch 3: Mini-Case
- Ch 3: Notes
- Ch 4: Business-Level Strategy
- Ch 4: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 4: Introduction
- 4-1: Customers: Their Relationship with Business-Level Strategies
- 4-2: The Purpose of a Business-Level Strategy
- 4-3: Types of Business-Level Strategies
- Ch 4: Summary
- Ch 4: Key Terms
- Ch 4: Review Questions
- Ch 4: Mini-Case
- Ch 4: Notes
- Ch 5: Competitive Rivalry and Competitive Dynamics
- Ch 5: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 5: Introduction
- 5-1: A Model of Competitive Rivalry
- 5-2: Competitor Analysis
- 5-3: Drivers of Competitive Behavior
- 5-4: Competitive Rivalry
- 5-5: Likelihood of Attack
- 5-6: Likelihood of Response
- 5-7: Competitive Dynamics
- Ch 5: Summary
- Ch 5: Key Terms
- Ch 5: Review Questions
- Ch 5: Mini-Case
- Ch 5: Notes
- Ch 6: Corporate-Level Strategy
- Ch 6: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 6: Introduction
- 6-1: Levels of Diversification
- 6-2: Reasons for Diversification
- 6-3: Value-Creating Diversification: Related Constrained and Related Linked Diversification
- 6-4: Unrelated Diversification
- 6-5: Value-Neutral Diversification: Incentives and Resources
- 6-6: Value-Reducing Diversification: Managerial Motives to Diversify
- Ch 6: Summary
- Ch 6: Key Terms
- Ch 6: Review Questions
- Ch 6: Mini-Case
- Ch 6: Notes
- Ch 7: Merger and Acquisition Strategies
- Ch 7: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 7: Introduction
- 7-1: The Popularity of Merger and Acquisition Strategies
- 7-2: Reasons for Acquisitions
- 7-3: Problems in Achieving Acquisition Success
- 7-4: Effective Acquisitions
- 7-5: Restructuring
- Ch 7: Summary
- Ch 7: Key Terms
- Ch 7: Review Questions
- Ch 7: Mini-Case
- Ch 7: Notes
- Ch 8: International Strategy
- Ch 8: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 8: Introduction
- 8-1: Identifying International Opportunities
- 8-2: International Strategies
- 8-3: Environmental Trends
- 8-4: Choice of International Entry Mode
- 8-5: Risks in an International Environment
- 8-6: Strategic Competitiveness Outcomes
- 8-7: The Challenge of International Strategies
- Ch 8: Summary
- Ch 8: Key Terms
- Ch 8: Review Questions
- Ch 8: Mini-Case
- Ch 8: Notes
- Ch 9: Cooperative Strategy
- Ch 9: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 9: Introduction
- 9-1: Strategic Alliances as a Primary Type of Cooperative Strategy
- 9-2: Business-Level Cooperative Strategy
- 9-3: Corporate-Level Cooperative Strategy
- 9-4: International Cooperative Strategy
- 9-5: Network Cooperative Strategy
- 9-6: Competitive Risks with Cooperative Strategies
- 9-7: Managing Cooperative Strategies
- Ch 9: Summary
- Ch 9: Key Terms
- Ch 9: Review Questions
- Ch 9: Mini-Case
- Ch 9: Notes
- Ch 10: Corporate Governance
- Ch 10: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 10: Introduction
- 10-1: Separation of Ownership and Managerial Control
- 10-2: Ownership Concentration
- 10-3: Board of Directors
- 10-4: Market for Corporate Control
- 10-5: International Corporate Governance
- 10-6: Governance Mechanisms and Ethical Behavior
- Ch 10: Summary
- Ch 10: Key Terms
- Ch 10: Review Questions
- Ch 10: Mini-Case
- Ch 10: Notes
- Ch 11: Organizational Structure and Controls
- Ch 11: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 11: Introduction
- 11-1: Organizational Structure and Controls
- 11-2: Relationships between Strategy and Structure
- 11-3: Evolutionary Patterns of Strategy and Organizational Structure
- 11-4: Implementing Business-Level Cooperative Strategies
- 11-5: Implementing Corporate-Level Cooperative Strategies
- 11-6: Implementing International Cooperative Strategies
- Ch 11: Summary
- Ch 11: Key Terms
- Ch 11: Review Questions
- Ch 11: Mini-Case
- Ch 11: Notes
- Ch 12: Strategic Leadership
- Ch 12: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 12: Introduction
- 12-1: Strategic Leadership and Style
- 12-2: The Role of Top-Level Managers
- 12-3: Managerial Succession
- 12-4: Key Strategic Leadership Actions
- Ch 12: Summary
- Ch 12: Key Terms
- Ch 12: Review Questions
- Ch 12: Mini-Case
- Ch 12: Notes
- Ch 13: Strategic Entrepreneurship
- Ch 13: Studying This Chapter Should Provide You With the Strategic Management Knowledge Needed To:
- Ch 13: Introduction
- 13-1: Entrepreneurship and Entrepreneurial Opportunities
- 13-2: Innovation
- 13-3: Entrepreneurs
- 13-4: International Entrepreneurship
- 13-5: Internal Innovation
- 13-6: Implementing Internal Innovations
- 13-7: Innovation through Cooperative Strategies
- 13-8: Innovation through Acquisitions
- 13-9: Creating Value through Strategic Entrepreneurship
- Ch 13: Summary
- Ch 13: Key Terms
- Ch 13: Review Questions
- Ch 13: Mini-Case
- Ch 13: Notes
- Case Studies
- Preparing an Effective Case Analysis
- Case 1: Kindle Fire: Amazon’s Heated Battle for the Tablet Market
- Case 2: American Express: Bank 2.0
- Case 3: BP In Russia: Bad Partners or Bad Partnerships? (A)
- Case 4: Carlsberg in Emerging Markets
- Case 5: Fisk Alloy Wire, Inc. and Percon
- Case 6: Business Model and Competitive Strategy of IKEA in India
- Case 7: Invitrogen (A)
- Case 8: Keurig: From David to Goliath: The Challenge of Gaining and Maintaining Marketplace Leadersh
- Case 9: KIPP Houston Public Schools
- Case 10: Luck Companies: Igniting Human Potential
- Case 11: Corporate Governance at Martha Stewart Living Omnimedia: Not “A Good Thing”
- Case 12: The Movie Exhibition Industry: 2015
- Case 13: Polaris and Victory: Entering and Growing the Motorcycle Business
- Case 14: Safaricom: Innovative Telecom Solutions to Empower Kenyans
- Case 15: Siemens: Management Innovation at the Corporate Level
- Case 16: Southwest Airlines
- Case 17: Starbucks Corporation: The New S-Curves
- Case 18: Super Selectos: Winning the War Against Multinational Retail Chains
- Case 19: Tim Hortons Inc.
- Case 20: W. L. Gore—Culture of Innovation
- Name Index
- Company Index
- Subject Index
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