Strategic Management: Evaluation and Execution

1 Strategic ManagementEvaluation and Execution v. is the bookStrategic management : Evaluation and Execution (v. ).This book is licensed under aCreative Commonsby-nc-sa ( )license. See the license for more details, but that basically means you can share this book as long as youcredit the author (but see below), don't make money from it, and do make it available to everyone else under thesame book was accessible as of December 29, 2012, and it was downloaded then byAndy Schmitz( )in an effort to preserve the availability of this , the author and publisher would be credited here. However, the publisher has asked for the customaryCreative Commons attribution to the original publisher, authors, title, and book URI to be removed.

2 Additionally,per the publisher's request, their name has been removed in some passages. More information is available on thisproject'sattribution page( ).For more information on the source of this book, or why it is available for free, please seethe project's home page( ). You can browse or download additional books of ContentsAbout the 1: Mastering Strategy: Art and Strategic management and , Emergent, and Realized History of Strategic the Strategic management 2: Leading , Mission, and Organizational CEO as 3: Evaluating the External Relationship between an Organization and Its the General the Strategic 4: Managing Firm Resource-Based Theory: Other Views on Firm 5: Selecting Business-Level Business-Level Strategy through Generic Strategies.

3 168 Cost Cost Leadership and Focused in the 6: Supporting the Business-Level Strategy: Competitive and Competitive to Competitors Cooperative 7: Competing in International and Disadvantages of Competing in International of Success and Failure When Competing in International of International for Competing in International 8: Selecting Corporate-Level Integration for Getting Planning and Corporate-Level 9: Executing Strategy through Organizational Basic Building Blocks of Organizational an Organizational Organizational Control Forms of 10: Leading an Ethical Organization: Corporate Governance, CorporateEthics, and Social of Ethics and Social Thought Patterns: A Key to Corporate Leadership?

4 The AuthorsDave KetchenDave Ketchen serves as Lowder Eminent Scholar andProfessor of management at Auburn University. Anaward-winning educator, Ketchen has taught StrategicManagement, Principles of management , andFranchising. His research interests include strategicmanagement, entrepreneurship, research methods, andstrategic supply-chain management . He has publishedmore than one hundred articles in journals such asAdministrative Science Quarterly,Academy of ManagementJournal, andStrategic management Journal. He has servedon thirteen editorial boards, including those ofAcademyof management Review, Strategic management Journal, andJournal of management Studies.

5 He has served as associateeditor for seven journals, includingAcademy ofManagement Journal,Journal of International Business Studies, andOrganizationalResearch Methods. Ketchen serves on the teaching team for the EntrepreneurshipBootcamp for Veterans with Disabilities at Florida State University, has acted as anexpert witness, and has assisted a variety of private and public sector entities withstrategic planning. He is the former chair of the board of directors for the AlabamaLaunchpad (a statewide business plan competition) and currently serves on theSteering Committee for the Michelin Development East Alabama (an entity thatprovides low-interest loans to fuel job creation).

6 1 Jeremy ShortJeremy Short is the Rath Chair in Strategic Managementat the University of Oklahoma. His award-winningteaching includes classes such as Principles ofManagement, Strategic management , Entrepreneurship,and management History. Short s research focuses onthe determinants of firm and organizationalperformance. He has published more than fifty articlesin such journals asStrategic management Journal,Organization Science,Personnel Psychology,OrganizationalBehavior and Human Decision Processes,Academy ofManagement Learning and Education, andJournal ofManagement Education, among others. He is an associateeditor for theJournal of Managementand serves on theeditorial board ofOrganizational Research Methods.

7 Healso coauthored the first Harvard Business School case in graphic novel the Authors2 AcknowledgmentsWe would like to thank the following reviewers. Their insightful feedback andsuggestions for improving the material helped us make this a better text: Sonny Ariss, University of Toledo Keith Brigham, Texas Tech University Kalyan Chakravarty, California State University, Northridge Brian Connelly, Auburn University Carol Decker, Tennessee Wesleyan College Dr. Robert Edmonds, Maritime College, State University of New York Jeffrey Fahrenwald, Rockford College Barbara Good, Ursuline College Samuel Gray, New Mexico State University Cynthia Hanevy, Buena Vista University Thomas Little, University of Texas at Arlington Franz Lohrke, Samford University Aaron McKenny, University of Oklahoma Elouise Mintz, Saint Louis University Todd Moss, Oregon State University Jason Myrowitz, University of Wyoming Erin Nelson, DePaul University Don Neubaum, Oregon State University Pankaj Patel, Ball State University Paul Tomko, Cuyahoga Community College Thomas Towle.

8 University of New Hampshire John Upson, University of West Georgia David Vequist, University of the Incarnate Word Miles Zachary, Texas Tech University Gregory Zerovnik, University of La Verne3 DedicationsDave KetchenTo Sharon, my wife and best friend. When the world leaves me flat, you keep megoing. You are my harbor in the ShortTo my beautiful wife, Tessa; son, Jack; and daughter, Ella. Thank you for your loveand support during this challenging Strategic management classes can be a very difficult challenge forprofessors. In most business schools, Strategic management is a capstone coursethat requires students to draw on insights from various functional courses theyhave completed (such as marketing, finance, and accounting) to understand howtop executives make the Strategic decisions that drive whether organizationssucceed or fail.

9 Many students have very little experience with major organizationalchoices. This undermines many students engagement in the book is designed to enhance student engagement. A good product in anyindustry matches what customers want and need, and the textbook industry is noexception. It is well documented that many of today s students are visual meet students wants and needs (and thereby create a much better teachingexperience for professors), our book offers the following: Several graphic displays in each chapter that summarize keyconcepts in a visually appealing 1 "MasteringStrategy: Art and Science", for example, offers graphic displays on (1)the 5 Ps of strategy; (2) intended, emergent, and realized strategies;(3) strategy in ancient times; (4) military strategy; and (5) the evolutionof Strategic management as a field of study.

10 The idea for the graphicdisplays was inspired by the visually rich and popular series onbusiness published by DK Publishing. Rich, illustrative examples drawn from companies that arerelevant to many part of our emphasis on examples,each chapter uses one company as an ongoing example to bringvarious concepts to life. InChapter 1 "Mastering Strategy: Art andScience", Apple is used as the ongoing example. A strategy at the movies feature in each chapter that linkscourse concepts with a popular motion 1"Mastering Strategy: Art and Science", for example, we describe howThe Social Networkillustrates intended, emergent, and , working within theUnnamed Publisherbusiness model gives our booka significant price advantage over other textbooks.