With an emphasis on global advantage, the text offers a comprehensive examination of regional and international issues to provide a complete, accurate and up-to-date explanation of the strategic management process. New coverage on environmental concerns and emerging technologies as well as examples and cases from Australia, New Zealand and Asia-Pacific serve to engage students while updated international content demonstrates how strategic management is used in the global economy. The text takes a ‘resource-based’ approach, which requires the examining of a firm’s unique bundling of its internal resources. This text is appropriate for upper-level undergrad, usually third year; post grad in Masters courses.

Part 1: Strategic management inputs
1. Strategic management and strategic competitiveness
2. The external environment: opportunities, threats, industry competition and competitor analysis
3. The internal environment: resources, capabilities and core competencies

Part 2: Strategic actions: strategy formulation
4. Business-level strategy
5. Competitive dynamics
6. Corporate-level strategy
7. Acquisition and restructuring strategies
8. International strategy
9. Cooperative strategy

Part 3: Strategic actions: strategy implementation
10. Corporate governance
11. Organisational structure and controls
12. Strategic leadership
13. Strategic entrepreneurship

Part 4: Case studies

With an emphasis on global advantage, the text offers a comprehensive examination of regional and international issues to provide a complete, accurate and up-to-date explanation of the strategic management process. New coverage on environmental concerns and emerging technologies as well as examples and cases from Australia, New Zealand and Asia-Pacific serve to engage students while updated international content demonstrates how strategic management is used in the global economy. The text takes a ‘resource-based’ approach, which requires the examining of a firm’s unique bundling of its internal resources. This text is appropriate for upper-level undergrad, usually third year; post grad in Masters courses. Case 1: The Sydney Symphony Orchestra (SSO) at a crossroad? Case 2: Challenges at Australia Post Case 3: Australian supermarkets: who will win and when? 436 Case 4: Super Selectos: winning the war against multinational retail chains Case 5: Atlassian Case 6: Kindle Fire: Amazon’s heated battle for the tablet market Case 7: BP in Russia: bad partners or bad partnerships? Case 8: The movie exhibition industry: 2015 Case 9: Carlsberg in emerging markets Case 10: The business model and competitive strategy of IKEA in India Case 11: It’s-a me, Mario! Nintendo in 2016 and beyond Case 12: Otis in the global elevator industry Case 13: W. L. Gore: Culture of innovation Knowledge objectives and opening case scenarios provide students with an overview of what they will learn. The detailed case matrix, which includes previous edition cases, gives instructors a significant database with a chapter-by-chapter alignment The text takes a ‘resource-based’ approach, which requires the examining of a firm’s unique bundling of its internal resources NEW! Keyterm margin definitions to help students quickly reference information. Strategic focus, examining the ways in which key concepts are applied in a business context, using real situations and familiar local and international companies Strategy Now Highlights feature companies that have effectively put a strategic management tool, concept of technique into practice. Summaries, review questions and experiential exercises consolidate learning and provide opportunities for critical analysis, discussion and practising skills.