Strategic Management Concepts and Cases 1st Edition Rothaermel Test Bank

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Product Details:

• ISBN-10 ‏ : ‎ 0078112737
• ISBN-13 ‏ : ‎ 978-0078112737
• Author: Frank T. Rothaermel The Nancy and Russell McDonough Chair; Professor of Strategy and Sloan Industry Studies Fellow

Table of contents:

1. Chapter 1: What Is Strategy?
2. Part 1 Introduction
3. Introduction
4. 1.1 What Strategy Is: Gaining and Sustaining Competitive Advantage
5. Crafting and Implementing Strategy at Tesla
6. What is Competitive Advantage?
7. 1.2 Stakeholder Strategy and Competitive Advantage
8. Value Creation
9. Stakeholder Impact Analysis
10. 1.3 The Analysis, Formulation, Implementation (AFI) Strategy Framework
11. Key topics and Questions of the AFI Strategy Framework
12. 1.4 Implications for Strategic Leaders
13. Take-Away Concepts
14. Key Terms
15. Endnotes
16. The Strategic Management Process Map
17. Chapter 2: Strategic Leadership: Managing the Strategy Process
18. Introduction
19. 2.1 Strategic Leadership
20. What Do Strategic Leaders Do?
21. strategic leadership AT Meta’s Facebook
22. How Do You Become a Strategic Leader?
23. The Strategy Process Across Levels: Corporate, Business, and Functional Leaders
24. 2.2 Vision, Mission, and Values
25. A Purpose-Driven Vision
26. Mission
27. Values
28. 2.3 The Strategic Management Process
29. Top-Down Strategic Planning
30. Scenario Planning
31. Strategy as Planned Emergence: Top Down and Bottom Up
32. 2.4 Strategic Decision Making
33. strategic inflection points
34. Two Distinct Modes of Decision Making
35. Cognitive Biases and Decision Making
36. How to Improve Strategic Decision Making
37. 2.5 Implications for Strategic Leaders
38. Take-Away Concepts
39. Key Terms
40. Endnotes
41. Chapter 3: External Analysis: Industry Structure, Competitive Forces, and Strategic Groups
42. Introduction
43. 3.1 The PESTEL Framework
44. Political Factors
45. Economic Factors
46. Sociocultural Factors
47. Technological Factors
48. Ecological Factors
49. Legal Factors
50. 3.2 Industry Structure and Firm Strategy: The Five Forces Model
51. Industry VS. Firm Effects in Determining Firm Performance
52. Competition in the Five Forces Model
53. The Threat of Entry
54. The Power of Suppliers
55. The Power of Buyers
56. The Threat of Substitutes
57. Rivalry Among Existing Competitors
58. Applying the five forces model to the U.S. Airline industry
59. A Sixth Force: The Strategic Role of Complements
60. 3.3 Changes over Time: Entry Choices and Industry Dynamics
61. Entry Choices
62. Industry Dynamics
63. 3.4 Performance Differences within the Same Industry: Strategic Groups
64. The Strategic Group Model
65. Mobility Barriers
66. Strategic Group Dynamics
67. 3.5 Implications for Strategic Leaders
68. Take-Away Concepts
69. Key Terms
70. Endnotes

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