Practical analysis of strategic management

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Our goal in writing each edition of this book is to present a new, for
explaining the strategic management process. To reach this goal with the 12th edition of
our market-leading text, we again present you with an intellectually rich yet thoroughly
practical analysis of strategic management.
With each new edition, we work hard to achieve the goal of maintaining the standard
that we established for presenting strategic management knowledge in a readable style.
To prepare for each new edition, we carefully study the most recent academic research
to ensure that the content about strategic management that we present to you is up to
date and accurate. In addition, we continuously read articles appearing in many different
and widely read business publications (e.g., Wall Street Journal, Bloomberg Businessweek,
Fortune, Financial Times, Fast Company, and Forbes, to name a few). We also study postings through social media (such as blogs) given their increasing use as channels of information distribution. By studying a wide array of sources, we are able to identify valuable
examples of how companies are using (or not using) the strategic management process.
Though many of the hundreds of companies that we discuss in the book will be quite
familiar, some will likely be new to you. One reason for this is that we use examples
of companies from around the world to demonstrate the globalized nature of business
operations. To maximize your opportunities to learn as you read and think about how
actual companies use , techniques, and concepts (based on
the most current research), we emphasize a lively and . To
facilitate learning, we use an that is explained
in Chapter 1 and referenced throughout the book.
Several characteristics of this 12th edition of our book are designed to enhance your
learning experience:
First, this book presents you with the most comprehensive and thorough coverage of
strategic management that is available in the market.
The research used in this book is drawn from the classics as well as the most recent
contributions to the strategic management literature. The historically significant
classic research provides the foundation for much of what is known about strategic management, while the most recent contributions reveal insights about how to
effectively use strategic management in the complex, global business environment in
which firms now compete. Our book also presents you with many of how firms use the strategic management tools, techniques, and concepts that
prominent researchers have developed. Indeed, although this book is grounded in the
relevant theory and current research, it also is strongly application oriented and presents you, our readers, with a large number of examples and applications of strategic
management concepts, techniques, and tools. In this edition, for example, we examine
more than 600 companies to describe the use of strategic management. Collectively,
no other strategic management book presents you with the combination of useful and
insightful research and applications in a wide variety of organizations as does this text.
Copyright 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
xvi Preface
Company examples you will find in this edition range from large U.S.-based firms
such as Apple, Amazon.com, McDonalds, Starbucks, Walmart, Walt Disney, General
Electric, Intel, American Express, Coca-Cola, Google, Target, United Technologies,
Kellogg, DuPont, Marriott, and Whole Foods. In addition, we examine firms based in
countries other than the United States such as Sony, Aldi, Honda, Tata Consultancy,
Alibaba, IKEA, Lenova, Luxottica, and Samsung. As these lists suggest, the firms
examined in this book compete in a wide range of industries and produce a diverse
set of goods and services.
We use the ideas of many prominent scholars (e.g., Ron Adner, Rajshree Agarwal,
Gautam Ahuja, Raffi Amit, Africa Arino, Jay Barney, Paul Beamish, Peter Buckley,
Ming-Jer Chen, Russ Coff, Rich DAveni, Kathy Eisenhardt, Gerry George, Javier
Gimeno, Luis Gomez-Mejia, Melissa Graebner, Ranjay Gulati, Don Hambrick,
Connie Helfat, Amy Hillman, Tomas Hult, Dave Ketchen, Dovev Lavie, Yadong
Luo, Shige Makino, Costas Markides, Anita McGahan, Danny Miller, Will Mitchell,
Margie Peteraf, Michael Porter, Nandini Rajagopalan, Jeff Reuer, Joan Ricart, Richard
Rumelt, David Sirmon, Ken Smith, Steve Tallman, David Teece, Michael Tushman,
Margarethe Wiersema, Oliver Williamson, Mike Wright, Anthea Zhang, and Ed
Zajac) to shape the discussion of what strategic management is. We describe the
practices of prominent executives and practitioners (e.g., Mary Barra, Jack Ma, Reed
Hastings, Howard Schultz, John Mackey, Yang Yuanqing, Angela Ahrendt, Marilyn
Hewson, Jeff Immelt, Ellen Kullman, Elon Musk, Paul Pullman, Li Ka-Shing, Karen
Patz, and many others) to help us describe how strategic management is used in
many types of organizations.
The authors of this book are also active scholars. We conduct research on a number
of strategic management topics. Our interest in doing so is to contribute to the strategic
management literature and to better understand how to effectively apply strategic management tools, techniques, and concepts to increase organizational performance. Thus,
our own research is integrated in the appropriate chapters along with the research of
numerous other scholars, some of whom are noted above.

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