Gaining and Sustaining Competitive AdvantageWhy are reviewers so enthusiastic about Jay Barney's Gaining and Sustaining Competitive Advantage? Because this new book demonstrates how to put theory into practice, creating an exciting new perspective on the field of strategy and its applications. As Dr. Barney says in his preface, "There really isn't anything quite as practical as a good theory". This cutting-edge text develops a framework that emphasizes the importance of understanding not only the threats and opportunities in a firm's competitive environment but also the competitive implications of a firm's organizational strengths and weaknesses; focuses on the specific strategic options that firms may choose in order to gain a competitive advantage; features detailed coverage of the resource-based view of the firm, tacit collusion, product differentiation, strategic alliances, and other key topics; and presents real-world examples from Microsoft, Disney, Wal-Mart, and other important organizations. |
Contents
What Is Strategy? | 2 |
What Is Performance? | 30 |
Evaluating Environmental Threats | 65 |
Copyright | |
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ability able above-normal accounting acquire acquisition activities analysis approach barriers become bidding firms capital Chapter cheating choose companies competencies competitive advantage contracts cooperative corporate cost costly create customers decisions definition depends discussed diversification diversified firm division earn economic economic profits economies of scope effect efficient efforts engage entry example exchange exist exploit face firm's functions gain global global strategies governance groups imitate implement important increase incumbent industry internal investment Journal learning less limited manufacturing measures merger obtain operations opportunities organization organizational particular percent performance Porter possible potential problems product differentiation profits pursuing rare reduce relationship relatively resources and capabilities risk scale selling share strategic alliances Strategic Management strategy strengths structure substitutes suggests suppliers Table target firm threat tion United valuable vertical integration