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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Common terms and phrases
ability above-normal profits analysis assets Barney barriers to entry bidding firms buyers cash flow Chapter cheating companies cooperative core competencies cost advantages cost leadership costly to imitate create customers discussed diversification strategy diversified firm division general managers duplicate earn economic performance economic profits economies of scope efficient entrants environmental threats 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 joint ventures low-cost manufacturing ment mergers and acquisitions nomic operations organization organizational percent personal computer Porter potential product differentiation products or services rare reduce relationship resources and capabilities revenues risk scale selling shared activities strategic alliances strategic groups Strategic Management Journal structure substitutes suggests suppliers sustained competitive advantage synergies tacit collusion target firm threats and opportunities tion U-form valuable vertical integration Wal-Mart Wall Street Journal