Gaining and Sustaining Competitive Advantage
Why 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.
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What Is Strategy?
What Is Performance?
Evaluating Environmental Threats
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ability above-normal profits analysis assets Barney barriers to entry bases of product bidders bidding firms buyers cash flow Chapter cheating companies cooperative core competencies corporate staff cost advantages cost leadership costly to imitate create customers discussed diversification strategy diversified firm division general managers divisional duplicate earn economic performance economic profits economies of scope efficient environmental threats equity evaluate example exchange exploit factors of production firm performance firm's firms pursuing functions global strategies governance hierarchical implement important increase incumbent firms industry internal investment investors low-cost manufacturing mergers and acquisitions operations organization organizational percent personal computer Porter present value product differentiation products or services rare reduce relationship resources and capabilities revenues risk scale selling shared activities strategic alliances strategic management structure substitutes suggests suppliers sustained competitive advantage synergies tacit collusion target firm threats and opportunities tion transfer price U-form valuable vertical integration Wal-Mart