Textbook

Strategic Management

Garth Saloner, Andrea Shepard, Joel Podolny

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Overview

This book is written for current and future general managers who have or will have overall responsibility for a business. The authors provide a set of frameworks, tools, and concepts to build this capability. The goal of the book is to provide insights into organizations and strategy that will help general managers make strategic thinking in their firms pervasive, effective, and rewarding.

Table of Contents

1. Introduction.

2. Business Strategy.

3. Competitive Advantage.

4. Internal Context: Organization Design.

5. Organization and Competitive Advantage.

6. External Context: Industry Analysis.

7. The Spectrum of Competition and Niche Markets.

8. Competition in Concentrated Markets.

9. Entry and the Advantage of Incumbency.

10. Creating and Capturing Value in the Value Chain.

11. Strategic Management in a Changing Environment.

12. Strategy in Markets With Demand-Side Increasing Returns.

13. Globalization and Strategy.

14. Corporate Strategy: Managing for Value in a Multibusiness Company.

15. The Strategy Process.

Appendix: Applying Game Theory to Strategic Management.

Credits.

Index.

Author Information

Garth Saloner is the Jeffrey S. Skoll Professor of Electronic Commerce, Strategic Management and Economics at the Graduate School of Business at Stanford University where he has headed the Strategic Management group since 1990. He has taught strategic management, competitive strategy and e-commerce courses for MBAs and in executive education. He served as Associate Dean for Academic Affairs and Director of Research and Curriculum Development from 1993-1996. He has served as a Co-Editor of the Rand Journal of Economics and on the editorial boards of the Strategic Management Journal, the International Journal of Industrial Organization, and Economics of Innovation and New Technology. He has also served as a member of the Steering Committee of the National Bureau of Economic Research Program in Industrial Organization and is a Research Associate in that program. Professor Saloner has a Ph.D. in Economics, Business, and Public Policy from Stanford.

Andrea Shepard is an Associate Professor of Strategic Management and Economics at the Graduate School of Business at Stanford University. Professor Shepard has taught strategic management, technology strategy and competitive strategy courses for MBA's and in executive education. She has served as a Co-Editor of the Journal of Industrial Economics, the Journal of Economics and Management, and as an Associate Editor for Business Policy at Management Science. She is a Research Associate at the National Bureau of Economic Research and has served on the Program Committee for the Econometric Society. Prior to joining Stanford's GSB, she was a member of the Economics Department faculty at the Massachusetts Institute of Technology. Professor Shepard has a Ph.D. in Economics from Yale University.

Joel Podolny is the William R. Timken Professor of Organizational Behavior and Strategic Management at the Graduate School of Business at Stanford University. He has taught MBA, executive, and Ph.D. courses in the areas of organizational behavior, organizational design, strategy, and global management. He is currently the Associate Dean for Academic Affairs. He served as consulting editor for the American Journal of Sociology. His articles have appeared in the Strategic Management Journal, Administrative Science Quarterly, American Journal of Sociology, and American Sociological Review. Professor Podolny has a Ph.D. in Sociology from Harvard University.

Hallmark Features

Strong Author Reputation
Garth Saloner is the Jeffrey S. Skoll Professor of Electronic Commerce, Strategic Management and Economics at the Graduate School of Business at Stanford University where he has headed the Strategic Management group since 1990. He has taught strategic management, competitive strategy and e-commerce courses for MBAs and in executive education. He served as Associate Dean for Academic Affairs and Director of Research and Curriculum Development from 1993-1996. He has served as a Co-Editor of the Rand Journal of Economics and on the editorial boards of the Strategic Management Journal, the International Journal of Industrial Organization, and Economics of Innovation and New Technology. He has also served as a member of the Steering Committee of the National Bureau of Economic Research Program in Industrial Organization and is a Research Associate in that program. Professor Saloner has a Ph.D. in Economics, Business, and Public Policy from Stanford.
Andrea Shepard is an Associate Professor of Strategic Management and Economics at the Graduate School of Business at Stanford University. Professor Shepard has taught strategic management, technology strategy and competitive strategy courses for MBA's and in executive education. She has served as a Co-Editor of the Journal of Industrial Economics, the Journal of Economics and Management, and as an Associate Editor for Business Policy at Management Science. She is a Research Associate at the National Bureau of Economic Research and has served on the Program Committee for the Econometric Society. Prior to joining Stanford's GSB, she was a member of the Economics Department faculty at the Massachusetts Institute of Technology. Professor Shepard has a Ph.D. in Economics from Yale University
Joel Podolny is the William R. Timken Professor of Organizational Behavior and Strategic Management at the Graduate School of Business at Stanford University. He has taught MBA, executive, and Ph.D. courses in the areas of organizational behavior, organizational design, strategy, and global management. He is currently the Associate Dean for Academic Affairs. He served as consulting editor for the American Journal of Sociology. His articles have appeared in the Strategic Management Journal, Administrative Science Quarterly, American Journal of Sociology, and American Sociological Review. Professor Podolny has a Ph.D. in Sociology from Harvard University.
Strategic thinking is the main focus of the text. The authors present frameworks for formulating a business strategy that builds on and extends the firm's strategic assets and responds to the threats and opportunities in its competitive environment.
The authors present strategy as a guide for decision making within the firm; a guide that is informed by the manager's mental map of the firm's internal and external contexts. The tools the manager needs to understand both the firm's external environment (its industry) and its internal environment (its strategic assets and how they are organized) are developed.
The text integrates the perspectives of economics and organizational sociology, presenting a uniquely integrated, multi-disciplinary view of the problems facing a general manager charged with formulating and evaluating company strategy.
While the text is firmly grounded in microeconomics (particularly industrial organization) and organizational sociology, the style is very accessible and avoids the highly technical detail of the disciplines.
Emphasis is on business-level strategy
Consistently praised by reviewers for its clear and engaging writing style and excellent use of examples.
Chapters are presented in a clean, uncluttered fashion without boxes and margin filler serving as distractions to the reader. Each chapter begins with an introduction and concludes with a chapter summary.