Description
Book SynopsisAbout our authors
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 B
Table of Contents
Brief Contents PART I: THE TOOLS OF STRATEGIC ANALYSIS
- What is Strategy and the Strategic Management Process?
- Evaluating a Firm’s External Environment
- Evaluating a Firm’s Internal Capabilities
END-OF-PART I: CASES PC 1—1 PART II: BUSINESS-LEVEL STRATEGIES
- Cost Leadership
- Product Differentiation
- Flexibility and Real Options
- Collusion
END-OF-PART II: CASES PC 2—1 PART III: CORPORATE STRATEGIES
- Vertical Integration
- Corporate Diversification
- Organizing to Implement Corporate Diversification
- Strategic Alliances
- Mergers and Acquisitions
END-OF-PART III: PC 3—1 Appendix: Analyzing Cases and Preparing for Class Discussions Glossary Company Index Name Index Subject Index
