Strategic Management and Business Policy ^{14th Ed.}

Wheelen and Hunger's class-tested approach to teaching Strategy is brought into sharper focus with a new emphasis on globalization, innovation, and sustainability . This text equips students with the strategic concepts they will need to know as they face the issues that all organizations must build upon to push their businesses forward.

For the first time in 30 years, the 14th edition has added two new authors to the text. Alan Hoffman, a major contributor to the 13th edition, is a former textbook author and world-renowned author of strategy business cases, and Chuck Bamford, who was a student of Tom Wheelen and David Hunger back in 1980 at the University of Virginia (McIntire School of Commerce), has authored four other textbooks. They join J. David Hunger and bring a fresh perspective to this extraordinarily well-researched and practically crafted text.

• Part One: Introduction to Strategic Management and Business Policy
1. Basic Concepts in Strategic Management
• The Study of Strategic Management
• Phases of Strategic Management
• Benefits of Strategic Management
• Globalization, Innovation, and Sustainability: Challenges to Strategic Management
• Impact of Globalization
• Impact of Innovation
• Global Issue: Regional Trade Associations Replace National Trade Barriers
• Impact of Sustainability
• Theories of Organizational Adaption
• Creating a Learning Organization
• Basic Model of Strategic Management
• Environmental Scanning
• Strategy Formulation
• Strategy Implementation
• Evaluation and Control
• Feedback/Learning Process
• Initiation of Strategy: Triggering Events
• Strategic Decision Making
• What Makes a Decision Strategic
• Mintzberg's Modes of Strategic Decision Making: Aid to Better Decisions
• The Strategic Audit: Aid to Strategic Decision Making
• End of Chapter Summary
• Appendix 1.A: Strategic Audit of a Corporation
2. Corporate Governance
• Role of the Board of Directors
• Responsibilities of the Board
• Members of a Board of Directors
• Innovation Issue: JC Penney and Innovation
• Strategic Highlight: Agency Theory versus Stewardship Theory in Corporate Governance
• Nomination and Election of Board Members
• Organization of the Board
• Impact of Sarbanes-Oxley Act on U.S. Corporate Governance
• Global Issue: Global Business Board Activism at Yahoo!
• Trends in Corporate Governance
• The Role of Top Management
• Responsibilities of Top Management
• Sustainability Issue: CEO Top Pay and Corporate Performance
• End of Chapter Summary
3. Social Responsibility and Ethics in Strategic Management
• Social Responsibilities of Strategic Decision Makers
• Responsibilities of a Business Firm
• Sustainability
• Corporate Stakeholders
• Sustainability Issue:Marks & Spencer Leads the Way
• Strategic Highlight:Johnson & Johnson Credo
• Ethical Decision Making
• Some Reasons for Unethical Behavior
• Global Issues: How Rule-Based and Relationship-Based Governance Systems Affect Ethical Behavior
• Innovation Issue: Turning a Need into a Business to Solve the Need
• Encouraging Ethical Behavior
• End of Chapter Summary
• Part Two: Scanning the Environment
4. Environmental Scanning and Industry Analysis
• Environmental Scanning
• Identifying External Environmental Variables
• Sustainability Issue: Green Supercars
• Global Issue: SUVs Power in China
• Identifying External Strategic Factors
• Industry Analysis: Analyzing the Task Environment
• Porter's Approach to Industry Analysis
• Industry Evolution
• Innovation Issue: Taking Stock of an Obsession
• Categorizing International Industries
• International Risk Assessment
• Strategic Groups
• Strategic Types
• Hypercompetition
• Using Key Success Factors to Create an Industry Matrix
• Competitive Intelligence
• Sources of Competitive Intelligence
• Strategy Highlight: Evaluating Competitive Intelligence
• Monitoring Competitors for Strategic Planning
• Forecasting
• Danger of Assumptions
• Useful Forecasting Techniques
• The Strategic Audit: A Checklist for Environmental Scanning
• Synthesis of External Factors — EFAS
• End of Chapter Summary
5. Internal Scanning: Organizational Analysis
• A Resource-Based Approach to Organizational Analysis
• Core and Distinctive Competencies
• Using Resources to Gain Competitive Advantage
• Determining the Sustainability of an Advantage
• Business Models
• Value-Chain Analysis
• Industry Value-Chain Analysis
• Corporate Value-Chain Analysis
• Scanning Functional Resources and Capabilities
• Basic Organizational Structures
• Corporate Culture: The Company Way
• Global Issue: Managing Corporate Culture for Global Competitive Advantage: ABB vs. Panasonic
• Strategic Marketing Issues
• Innovation Issue: DoCoMo Moves Against the Grain
• Strategic Financial Issues
• Strategic Research and Development (R&D) Issues
• Strategic Operations Issues
• Strategic Human Resource Management (HRM) Issues
• Sustainability Issue: The Olympic Games — Sochi 2014 and Rio 2016
• Strategic Information Technology Issues
• The Strategic Audit: A Checklist for Organizational Analysis
• Synthesis of Internal Factors
• End of Chapter Summary
• Part Three: Strategy Formulation
6. Strategy Formulation: Situation Analysis and Business Strategy
• Situational Analysis: SWOT Approach
• Generating a Strategic Factors Analysis Summary (SFAS) Matrix
• Finding a Propitious Niche
• Review of Mission and Objectives
• Business Strategies
• Porter's Competitive Strategies
• Global Issue: The Nike Shoe Strategy vs. The New Balance Shoe Strategy
• Innovation Issue: Chegg and College Textbooks
• Cooperative Strategies
• Sustainability Issue: Strategic Sustainability — ESPN
• End of Chapter Summary
7. Strategy Formulation: Corporate Strategy
• Corporate Strategy
• Divisional Strategy
• Growth Strategies
• Strategy Highlight: Transaction Cost Economics Analyzes Vertical Growth Strategy
• International Entry Options for Horizontal Growth
• Global Issue: Global Expansion is Not Always a Path to Expansion
• Controversioes in Directional Growth Strategies
• Stability Strategies
• Retrenchment Strategies
• Portfolio Analysis
• BCG Growth-Share Matrix
• Sustainability Issue: General Motors and the Electric Car
• Advantages and Limitations of Portfolio Analysis
• Managing a Strategic Alliance Portfolio
• Corporate Parenting
• Innovation Issue: To Red Hat or Not?
• Developing a Corporate Parenting Strategy
• Horizontal Strategy and Multipoint Competition
• End of Chapter Sumnmary
8. Strategy Formulation: Functional Strategy and Strategic Choice
• Functional Strategy
• Marketing Strategy
• Financial Strategy
• Research and Development (R&D) Strategy
• Operations Strategy
• Global Issue: Why Doesn't Starbucks Want to Expand to Italy?
• Purchasing Strategy
• Sustainability Issue: How Hot is Hot?
• Logistics Strategy
• Innovation Issue: When an Innovation Fails to Live Up to Expectations
• Human Resource Management (HRM) Strategy
• Information Technology Strategy
• The Sourcing Decision: Location of Functions
• Strategies to Avoid
• Strategic Choice: Selecting the Best Strategy
• Constructing Corporate Scenarios
• The Process of Strategic Choice
• Developing Policies
• End of Chapter Summary
• Part Four: Strategy Implementation and Control
9. Strategy Implementation: Organizing for Action
• Strategy Implementation
• Who Implements Strategy?
• What Must Be Done?
• Developing Programs, Budgets, and Procedures
• Sustainability Issue: A Better Bottle — Ecological Brands
• Achieving Synergy
• How Is Strategy to Be Implemented? Organizing for Action
• Structure Follows Strategy
• Stages of Corporate Development
• Innovation Issue: The P&G Innovation Machine Stumbles
• Organizational Life Cycle
• Advanced Types of Organizational Structures
• Reengineering and Strategy Implementation
• Six Sigma
• Designing Jobs to Implement Strategy
• International Issues in Strategy Implementation
• International Strategic Alliances
• Stages of International Development
• Global Issue: Outsourcing Comes Full Circle
• Centralization Versus Decentralization
• End of Chapter Summary
10. Strategy Implementation: Staffing and Directing
• Staffing
• Staffing Follows Strategy
• Selection and Management Development
• Innovation Issue: How to Keep Apple "Cool"
• Problems in Retrenchment
• International Issues in Staffing
• Leading
• Sustainability Issue: Panera and the "Panera Cares Community Café"
• Managing Corporate Culture
• Action Planning
• Management by Objectives
• Total Quality Management
• International Considerations in Leading
• Global Issue: Cultural Differences Create Implementation Problems in Merger
• End of Chapter Summary
11. Evaluation and Control
• Evaluation and Control in Strategic Management
• Measuring Performance
• Appropriate Measures
• Types of Control
• Innovation Issue: Reuse of Electronic Vehicle Batteries
• Activity-Based Costing
• Enterprise Risk Management
• Primary Measures of Corporate Performance
• Balanced Scorecard Approach: Using Key Performance Measures
• Sustainability Issue: E-Receipts
• Primary Measures of Divisional and Functional Performance
• Responsibility Centers
• Using Benchmarking to Evaluate Performance
• International Measurement Issues
• Global Issue: Counterfeit Goods and Pirated Software: A Global Problem
• Strategic Information Systems
• Enterprise Resource Planning (ERP)
• Radio Frequency Identification (RFID)
• Divisional and Functional is Support
• Problems in Measuring Performance
• Short-Term Orientation
• Goal Displacement
• Guidelines for Proper Control
• Strategic Incentive Management
• End of Chapter Summary
• Part Five:  Introduction to Case Analysis
12. Suggestions for Case Analysis
• The Case Method
• Researching the Case Situation
• Financial Analysis: A Place to Begin
• Analyzing Financial Statements
• Common-Size Statements
• Z-Value and the Index of Sustainable Growth
• Useful Economic Measures
• Format for Case Analysis: The Strategic Audit
• End of Chapter Summary
• Appendix 12.A: Resources for Case Research
• Appendix 12.B: Suggested Case Analysis Methodology Using the Strategic Audit
• Appendix 12.C: Examples of Student-Written Strategic Audit
• Part Six: Cases in Strategic Management
1. Corporate Governance: Executive Leadership
1. The Recalcitrant Director at Byte Products, Inc.: Corporate Legality versus Corporate Responsibility
   Dan R. Dalton, Richard A. Cosier, and Cathy A. Enz
2. The Wallace Group
   Laurence J. Stybel
2. Business Ethics
3. Everyone Does It
   Steven M. Cox and Shawana P. Johnson
4. The Audit
   Gamewell D. Gantt, George A. Johnson, and John A. Kilpatrick
3. Corporate Social Responsibility
5. Early Warning or False Sense of Security? Concussion Risk and the Case of the Impact-Sensing Football Chinstrap
   Clifton D. Petty, and Michael R. Shirley
4. International Issues in Strategic Management
6. A123 Systems: A New Lithium-Ion Battery System for Electric and Hybrid Cars
   Alan N. Hoffman
7. Guajilote Cooperativo Forestal, Honduras
   Nathan Nedbbe, and J. David Hunger
5. General Issues in Strategic Management
• Industry One: Internet Companies
8. Google Inc. (2010): The Future of the Internet Search Engine
   Patricia A. Ryan
9. Amazon.com, Inc.: retailing Giant to High-Tech Player?
   Alan N. Hoffman
10. Blue Nile, Inc.:"Stuck in the Middle" of the Diamond Engagement Ring Market
    Alan N. Hoffman
• Industry Two: Entertainment and Leisure
11. Groupon Inc.: Daily Deal or Lasting Success?
    Nick Falcone, Eric Halbruner, Ellie A. Fogarty, and Joyce Vincelette
12. Netflix Inc.: The 2011 Rebranding/Price Increase Debacle
    Alan N. Hoffman
13. Carnival Corporation & plc (2010)
    Michael J. Keffle, John K. Ross III, Sherry K. Ross, Bill J. Middlebrook, and Thomas L. Wheelen
14. Zynga, Inc. (2011): Whose Turn Is It?
    Zachary Burkhalter, Daniel Zuller, Concetta Bagnato, Joyce Vincelette, and Ellie A. Fogarty
• Industry Three: Food and Beverage
15. The Boston Beer Company: Brewers of Samuel Adams Boston Lager (Mini Case)
    Alan N. Hoffman
16. Panera Bread Company (2010): Still Rising Fortunes?
    Joyce P. Vincelette and Ellie A. Fogarty
17. Whole Foods Market (2010): How to Grow in an Increasingly Competitive Market? (Mini Case)
    Patricia Harasta and Alan N. Hoffman
18. Burger King (Mini Case)
    J. David Hunger
19. Church & Dwight: Time to Rethink the Portfolio?
    Roy A. Cook
• Industry Four: Apparel
20. Under Armour
    Ram Subramanian and Pradeep Gopalakrishna
21. TOMS Shoes (Mini Case)
    J. David Hunger
22. Best Buy Co. Inc. (2009): A Sustainable Customer-Centricity Model?
    Alan N. Hoffman
• Industy Five: Specialty Retailing
23. Rosetta Stone Inc.: Changing the Way People Learn Languages
    Christine B. Buenafe and Joyce P. Vincelette
24. Dollar General Corporation: 2011 Growth Expansion Plans (Mini Case)
    Kathryn E. Wheelen
25. iRobot: Finding the Right Market Mix?
    Alan N. Hoffman
• Industry Six: Transportation
26. Tesla Motors, Inc.: The First U.S. Car Company IPO Since 1956
    Alan N. Hoffman
27. Delta Air Lines (2012): Navigating an Uncertain Environment
    Alan N. Hoffman and J. David Hunger
28. TomTom: New Competition Everywhere!
    Alan N. Hoffman
• Industry Seven: Manufacturing
29. General Electric, GE Capital, and the Financial Crisis of 2008: The Best of the Worst in the Financial Sector?
    Alan N. Hoffman
30. AB Electrolux: Challenging Times in the Appliance Industry
    Alan N. Hoffman
• Industry Eight: Information Technology
31. Apple Inc.: Performance in a Zero Sum World Economy
    Moustafa H. Abdelsamad, Hitesh (John) Adhia, David B. Croll, Bernard A. Morin, Lawrence C. Pettit Jr., Kathryn E. Wheelen, Richard D. Wheelen, Thomas L. Wheelen II, and Thomas L. Wheelen
32. Dell Inc.: Changing the Business Model (Mini Case)
    J. David Hunger
33. Logitech (Mini Case)
    Alan N. Hoffman
34. Daktronics (A): The U.S. Digital Signature Industry 2010
    Joseph Kavanaugh, Joshua Warne, and Carol J. Cumber

This is really the global edition, and as such it is cheaply printed. And very academic wit a lot of references to their (I assume) website, where you will get more details. And half the book is filled with case studies.

It is more of an MBA study book than a great read or a proper reference book, but it contains the right stuff and enough detail about strategy (both creation and implementation) to make it a decent book.

If you want to delve deeper into strategy, this is a decent book, but if you're an old-timer and wants a proper reference, you may want look for alternatives.