Strategic Management and Competitive Advantage: Concepts and Cases, Global Edition, 6th edition

Published by Pearson (July 27, 2018) © 2019
  • Jay B. Barney
  • William S. Hesterly

Title overview

For courses in strategy and strategic management.

Core strategic management concepts without the excess

Strategic Management and Competitive Advantage: Concepts and Cases strips out the unnecessary, by presenting material that answers the question: does this concept help students analyze real business situations? Each chapter has four short sections that cover specific issues in depth, allowing professors to adapt the text to their particular needs. By utilizing this carefully crafted approach, the 6th Edition provides students with the tools they need for strategic analysis.

Hallmark Approach

Help students develop critical-thinking skills

  • Chapter Six summarizes the latest theoretical and empirical work on the value of strategic flexibility. It describes the settings under which flexibility will create value, and how that value can be estimated.
  • Chapter Seven explores the economic -- and ethical -- implications of explicit and tacit collusion. Even if a particular firm chooses to not engage in collusion, it must still understand this strategy and its economic consequences, because some of its competitors may choose this strategy.
  • The fundamental concepts include a five forces framework, value chain analysis, generic strategies, and corporate strategy. VRIO framework is used throughout the text to help students understand Strategic Management concepts.
  • A discussion on corporate competitive advantage in the product market, is included along with a student’s competitive advantage in the labor market.

New to this Edition

Teach the essentials of strategic management skills with a new approach

  • Authors provide students with a different approach to learning strategic management skills, excluding models or frameworks that have proven to be theoretically unsound or empirically not substantiated.
  • Topics that are now covered more completely in non-strategic management texts are no longer included.
  • Author discussions on strategic management models that provide important insights and have emerged over the years.

Table of contents

  1. 1. What is Strategy and the Strategic Management Process?
  2. 2. Evaluating a Firm’s External Environment
  3. 3. Evaluating a Firm’s Internal Capabilities
  4. 4. Cost Leadership
  5. 5. Product Differentiation
  6. 6. Flexibility and Real Options
  7. 7. Collusion
  8. 8. Vertical Integration
  9. 9. Corporate Diversification
  10. 10. Organizing to Implement Corporate Diversification
  11. 11. Strategic Alliances
  12. 12. Mergers and Acquisitions

Author bios

Jay Barney is currently a Presidential Professor of Strategic Management and holds the Lassonde Chair in Social Entrepreneurship at the Eccles School of Business at the University of Utah. He received his undergraduate degree from Brigham Young University, and his master’s and PhD degrees from Yale University. Previously, he served on the faculties at the Anderson Graduate School of Management at UCLA, the Mays School of Business at Texas A&M University, and as the Chase Chair for Excellence in Strategic Management at the Fisher College of Business at the Ohio State University. He has also served as a visiting scholar at INSEAD in Fontainebleau, France and as a visiting professor at the Said Business School at Oxford University, United Kingdom.

Most of Professor Barney’s research focuses on how firms can gain and sustain competitive advantages. He has published over 100 articles in a variety of outlets, including the Harvard Business Review, the Sloan Management Review, the Strategic Management Journal, the Academy of Management Review , the Academy of Management Journal, and has published six books, including a novel titled What I Didn’t Learn at Business School: How Strategy Works in the Real World (with Trish Gorman). He has published some of the most widely cited papers in the field of strategic management.

Professor Barney has won several awards for his research and writing, including the Irwin Outstanding Educator Award for the Business Policy and Strategy Division of the Academy of Management, the Scholarly Contributions Award for the Academy of Management, and three honorary doctoral degrees -- from Lund University (Sweden), the Copenhagen Business School (Denmark), and Universidad Pontifica Comillas (Spain). He has also been elected to the Academy of Management Fellows and the Strategic Management Society Fellows and has won teaching awards at UCLA, Texas A&M, and Ohio State.

Professor Barney has also served as an officer of the Business Policy and Strategy Division of the Academy of Management, as a member of the board and later an officer of the Strategic Management Society, as an Associate Editor at the Journal of Management, as a Senior Editor at Organization Science, as a Co-editor at the Strategic Entrepreneurship Journal, and currently serves as Editor at the Academy of Management Review.

Professor Barney consults with companies and other organizations to help identify and leverage their sources of sustained competitive advantage. His over 50 clients have included Honeywell, Hewlett Packard, Texas Instruments, Koch Industries, Nationwide Insurance, Cardinal Health, and Columbus Public Schools.

William Hesterly is the Associate Dean for Faculty and Research and the Dumke Family Presidential Chair of Strategic Management in the David Eccles School of Business, University of Utah. After studying at Louisiana State University, he received bachelor's and master’s degrees from Brigham Young University and a PhD from the University of California, Los Angeles.

Professor Hesterly’s research on organizational economics, vertical integration, organizational forms, and entrepreneurial networks has appeared in top journals including the Academy of Management Review, Organization Science, Strategic Management Journal, Journal of Management, and the Journal of Economic Behavior and Organization. His research has been mentioned on the front page of the Wall Street Journal and was featured prominently in Malcolm Gladwell’s 2010 New Yorker article, “Talent Grab.”

Professor Hesterly’s research was

Loading...Loading...Loading...