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Strategic Management: Competitiveness & Globalization: Concepts and Cases, 13th Edition Michael A.

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Texas A&M University and Texas Christian UniversityДЄustralia STRATEGIC MANAGEMENT Competitiveness & Globalization Concepts and Cases 13e Firearms IndustryД¬ase 16: The Trivago Way-Growing without Growing Up?Д¬ase 17: The Volkswagen Emissions ScandalД¬ase 19: ZF Friedrichshafen's Acquisition of TRW Automotive: Making the Deal

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Part 2: Strategic Actions: Strategy FormulationД¤-1 Customers: Their Relationship with Business-Level StrategiesД¤-2 The Purpose of a Business-Level StrategyД¤-3 Business Models and Their Relationship with Business-Level StrategiesД¬hapter 5: Competitive Rivalry and Competitive DynamicsД¦-3 Value-Creating Diversification: Related Constrained and Related Linked DiversificationД¦-5 Value-Neutral Diversification: Incentives and ResourcesД¦-6 Value-Reducing Diversification: Managerial Motives to DiversifyД¬hapter 7: Merger and Acquisition StrategiesД§-1 The Popularity of Mergerand Acquisition StrategiesД§-3 Problems in Achieving Acquisition SuccessДЁ-1 Identifying International OpportunitiesДЁ-5 Risks in an International EnvironmentДЁ-7 The Challenge of International StrategiesД©-1 Strategic Alliances as a Primary Type of Cooperative StrategyД©-6 Competitive Risks with Cooperative StrategiesДЎ0-1 Separation of Ownership and Managerial ControlДЎ0-6 Governance Mechanisms and Ethical BehaviorД¬hapter 11: Organizational Structure and ControlsДЎ1-1 Organizational Structure and ControlsДЎ1-2 Relationships between Strategy and StructureДЎ1-3 Evolutionary Patterns of Strategy and Organizational StructureДЎ1-4 Implementing Business-Level Cooperative StrategiesДЎ1-5 Implementing Corporate-Level Cooperative StrategiesДЎ1-6 Implementing International Cooperative StrategiesДЎ3-1 Entrepreneurship and Entrepreneurial OpportunitiesДЎ3-7 Innovation through Cooperative StrategiesДЎ3-9 Creating Value through Strategic EntrepreneurshipД¬ase 1: Alphabet Inc.: Reorganizing GoogleД¬ase 2: Baidu's Business Model and Its EvolutionД¬ase 3: Future of the Autonomous Automobile: A Strategy for BMWД¬ase 4: An Examination of the Long-Term Healthcare Industry in the USAД¬ase 6: New Business Models for Heise Medien: Heading for the Digital TransformationД¬ase 7: Illinois Tool Works: Retooling for Continued Growth and ProfitabilityД¬ase 8: UltraRope: Crafting a Go-to-Market Strategy for Kone's Innovative 'UltraRope' Hoisting CableД¬ase 9: MatchMove: Business Model EvolutionД¬ase 10: The Movie Exhibition Industry: 2018 and BeyondД¬ase 11: Pacific Drilling: The Preferred Offshore DrillerД¬ase 14: Driving Innovation and Growth at Starbucks: From Howard SchultzД¬ase 15: Sturm, Ruger & Co. Chapter 1: Strategic Management and Strategic CompetitivenessДЎ-2 The I/O Model of Above-Average ReturnsДЎ-3 The Resource-Based Modelof Above-Average ReturnsД¬hapter 2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor AnalysisДў-1 The General, Industry, and Competitor EnvironmentsД¬hapter 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive AdvantagesДЈ-2 Resources, Capabilities, and Core CompetenciesДЈ-5 Competencies, Strengths, Weaknesses, and Strategic Decisions