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Economics and management of competitive strategy / Daniel F. Spulber.

By: Material type: TextTextPublisher: Singapore ; Hackensack, NJ : World Scientific, [2009]Copyright date: ©2009Description: x, 510 pages : illustrations ; 29 cmContent type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISBN:
  • 9812838465
  • 9789812838469
Other title:
  • Competitive strategy
Subject(s): DDC classification:
  • 658.4012 22
Contents:
Part I. Management Strategy -- 1. Designing Management Strategy -- 1.1. Strategic Analysis and the Goals of the Firm -- 1.2. External Analysis and Internal Analysis -- 1.3. Competitive Advantage and Competitive Strategy -- 1.4. Strategy and Organizational Structure -- 1.5. Overview -- 2. Value-Driven Strategy -- 2.1. Selecting Goals -- 2.2. Matching Organizational Abilities with Market -- 2.3. Strategy and Change -- 2.4. Ethics and Stakeholders -- 2.5. Overview -- Part II. The Market Compass -- 3. Customers and Suppliers -- 3.1. Customers -- 3.2. Demand Characteristics -- 3.3. Suppliers -- 3.4. Supply Characteristics -- 3.5. Overview -- 4. Competitors and Partners -- 4.1. Competitors -- 4.2. Industry Dynamics -- 4.3. Partners -- 4.4. Alliances -- 4.5. Overview --v Part III. The Organization Grid -- 5. Organizational Structure and Performance -- 5.1. Boundaries of the Firm -- 5.2. The Value Chain -- 5.3. Divisions of the Firm -- 5.4. Performance -- 5.5. Overview -- 6. Organizational Abilities and Incentives -- 6.1. Resources -- 6.2. Competencies -- 6.3. Delegation of Authority -- 6.4. Incentives -- 6.5. Overview -- Part IV. Competitive Advantage -- 7. Competitive Advantage and Value Creation -- 7.1. Creating Value -- 7.2. Growth and Value Creation -- 7.3. Competitive Advantage and Value Creation -- 7.4. The Components of Value -- 7.5. Overview -- 8. Transaction Costs and the Firm's Vertical Structure -- 8.1. Transaction Costs and the Make-or-Buy Choice -- 8.2. The Firm's Vertical Structure -- 8.3. Decentralization of Functions -- 8.4. Delegation of Decision Making -- 8.5. Overview -- Part IV. Competitive Strategy -- 9. Price Leadership Strategy -- 9.1. Cost Drivers -- 9.2. Economies of Scale and Scope -- 9.3. Economies of Span and Speed -- 9.4. Process Innovation -- 9.5. Overview -- 10. Product Differentiation Strategy -- 10.1. Customer Benefits -- 10.2. Product Differentiation -- 10.3. Sources of Differentiation Advantage -- 10.4. Product Innovation -- 10.5. Overview -- 11. Transaction Coordination Strategy -- 11.1. Transaction Costs -- 11.2. Intermediaries -- 11.3. Market Makers -- 11.4. Entrepreneurs and Transaction Innovation -- 11.5. Overview -- 12. Entry Strategy -- 12.1. Entry and Market Structure -- 12.2. Cost Advantage and Entry Strategy -- 12.3. Differentiation Advantage and Entry Strategy -- 12.4. Transaction Advantage and Entry Strategy -- 12.5. Overview.
Summary: "This book provides a comprehensive and integrated approach to management strategy that is based on economics. A basic introductory strategy text that integrates economic analysis with management strategy, it takes into account global competition and high-tech (Internet) developments, and recognizes that companies today can no longer expect to sustain competitive advantage but must rely on innovation (of products, processes, and transactions). Although many of the principles are illustrated with numerical examples, the text does not require a background course in economics or mathematics, and does not contain technical graphs or equations. Thus, the book is suitable for undergraduate managerial economics and strategy courses, as well as for introductory MBA courses in business strategy and as a companion to case studies."--Publisher's website.
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Holdings
Item type Current library Call number Copy number Status Date due Barcode
Book City Campus City Campus Main Collection 658.4012 SPU (Browse shelf(Opens below)) 1 Available A468861B

Includes bibliographical references and index.

Part I. Management Strategy -- 1. Designing Management Strategy -- 1.1. Strategic Analysis and the Goals of the Firm -- 1.2. External Analysis and Internal Analysis -- 1.3. Competitive Advantage and Competitive Strategy -- 1.4. Strategy and Organizational Structure -- 1.5. Overview -- 2. Value-Driven Strategy -- 2.1. Selecting Goals -- 2.2. Matching Organizational Abilities with Market -- 2.3. Strategy and Change -- 2.4. Ethics and Stakeholders -- 2.5. Overview -- Part II. The Market Compass -- 3. Customers and Suppliers -- 3.1. Customers -- 3.2. Demand Characteristics -- 3.3. Suppliers -- 3.4. Supply Characteristics -- 3.5. Overview -- 4. Competitors and Partners -- 4.1. Competitors -- 4.2. Industry Dynamics -- 4.3. Partners -- 4.4. Alliances -- 4.5. Overview --v Part III. The Organization Grid -- 5. Organizational Structure and Performance -- 5.1. Boundaries of the Firm -- 5.2. The Value Chain -- 5.3. Divisions of the Firm -- 5.4. Performance -- 5.5. Overview -- 6. Organizational Abilities and Incentives -- 6.1. Resources -- 6.2. Competencies -- 6.3. Delegation of Authority -- 6.4. Incentives -- 6.5. Overview -- Part IV. Competitive Advantage -- 7. Competitive Advantage and Value Creation -- 7.1. Creating Value -- 7.2. Growth and Value Creation -- 7.3. Competitive Advantage and Value Creation -- 7.4. The Components of Value -- 7.5. Overview -- 8. Transaction Costs and the Firm's Vertical Structure -- 8.1. Transaction Costs and the Make-or-Buy Choice -- 8.2. The Firm's Vertical Structure -- 8.3. Decentralization of Functions -- 8.4. Delegation of Decision Making -- 8.5. Overview -- Part IV. Competitive Strategy -- 9. Price Leadership Strategy -- 9.1. Cost Drivers -- 9.2. Economies of Scale and Scope -- 9.3. Economies of Span and Speed -- 9.4. Process Innovation -- 9.5. Overview -- 10. Product Differentiation Strategy -- 10.1. Customer Benefits -- 10.2. Product Differentiation -- 10.3. Sources of Differentiation Advantage -- 10.4. Product Innovation -- 10.5. Overview -- 11. Transaction Coordination Strategy -- 11.1. Transaction Costs -- 11.2. Intermediaries -- 11.3. Market Makers -- 11.4. Entrepreneurs and Transaction Innovation -- 11.5. Overview -- 12. Entry Strategy -- 12.1. Entry and Market Structure -- 12.2. Cost Advantage and Entry Strategy -- 12.3. Differentiation Advantage and Entry Strategy -- 12.4. Transaction Advantage and Entry Strategy -- 12.5. Overview.

"This book provides a comprehensive and integrated approach to management strategy that is based on economics. A basic introductory strategy text that integrates economic analysis with management strategy, it takes into account global competition and high-tech (Internet) developments, and recognizes that companies today can no longer expect to sustain competitive advantage but must rely on innovation (of products, processes, and transactions). Although many of the principles are illustrated with numerical examples, the text does not require a background course in economics or mathematics, and does not contain technical graphs or equations. Thus, the book is suitable for undergraduate managerial economics and strategy courses, as well as for introductory MBA courses in business strategy and as a companion to case studies."--Publisher's website.

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