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ManagementInternational EditionMANAGEMENT STRATEGYBy Daniel F. Spulber, Northwestern University2004ISBN-13: 978-0-07-287348-1 / MHID: 0-07-287348-5(with Student CD and PowerWeb) - Out of PrintISBN-13: 978-0-07-121834-4 / MHID: 0-07-121834-3[IE with Student CD and PowerWeb]Website: http://www.mhhe.com/spulberSpulber’s Management Strategy integrates mainstream strategy,up-to-date examples and economic analysis in this balanced,comprehensive, and compelling 1st Edition. In each chapterthere are up-to-date Mini-case industry examples and practicalNumerical Examples that use numbers and scenarios MBAsmight likely face on the job. Finally, there is notable coverageof important contemporary strategy topics such as innovation,global business, transaction costs, and game theory.CONTENTSPart I Management Strategy Ch. 1 Designing Management Strategy Ch.2 Value-driven Strategy Part II External Analysis and Internal AnalysisCh. 3 External Analysis: Customers and Suppliers Ch. 4 External Analysis:Competitors and Partners Ch. 5 Internal Analysis: OrganizationalStructure and Performance Ch. 6 Internal Analysis: Organizational Abilitiesand Incentives Part III Competitive Advantage Ch. 7 CompetitiveAdvantage and Value Creation Ch. 8 Cost Advantage Ch. 9 DifferentiationAdvantage Ch. 10 Transaction Advantage Part IV CompetitiveStrategy Ch. 11 Competition Ch. 12 Entry Barriers and Entry StrategyPart V Strategy and Organizational Structure Ch. 13 Corporate Strategyand Horizontal Organizational Structure Ch. 14 Transaction Costs andVertical Organizational StructureCORPORATE TURNAROUNDStrategies for RenewalBy Pradip Chandra2002 / 240 pagesISBN-13: 978-0-07-118913-2 / MHID: 0-07-118913-0An Asian PublicationA Professional Reference TitleThis book delves into diverse and vital aspects such as issuesof protection of jobs, gested interests, managerial in epititude,selection of the ideal CEO, and turnaround strategy options.Corporate Turnaround is based on the experiences of a professionalwho was successful in managing a turnaround and twostart-up companies. An outcome of Pradip Chandra’s experiencein the United Kingdom and India, it describes strategies basedon the asset utilization philosophy, a model successfully usedin the post-OPEC economies and in European countries. Theasset utilization approach is based on the evaluation of a unit’sassets independent of its conventional usage and potential as a‘standalone’ revenue generator.International EditionGENERAL MANAGEMENTProcesses and ActionBy David Garvin, Harvard Business School2002 / 648 pagesISBN-13: 978-0-07-243241-1 / MHID: 0-07-243241-1(Out of Print)ISBN-13: 978-0-07-113025-7 / MHID: 0-07-113025-X [IE]Website: www.mhhe.com/garvin1eCONTENTS1. The Processes of Organization and Management MODULE I: STRA-TEGIC PROCESSES 2. Arthur D. Little, Inc. 3. R. R. Donnelley &Sons: The Digital Division 4. Allstate Chemical Company: The Commercializationof Dynarim 5. Time Life Inc. (A) 6. Watermill Ventures7. Note on the Major Appliance Industry in 1988 8. Electrolux: TheAcquisition and Integration of Zanussi 9. Emerson Electric: ConsistentProfits, Consistently 10. Xerox Charts a New Strategic Direction (Excerpts)MODULE II: RESOURCE ALLOCATION PROCESSES 11. EllisInternational Division: Patrick O’Brian 12. Americhem: The GaylordDivision (A) 13. Westinghouse Electric Corporation: Automating theCapital Budgeting Process (A) 14. Peterson Industries: Louis FriedmanMODULE III: DECISION-MAKING PROCESSES 15. British Steel Corporation:The Korf Contract 16. Note on Process Observation 17. StrategicDecision Processes in High Velocity Environments: Four Cases in theMicrocomputer Industry 18. Making Fast Strategic Decisions in High-Velocity Environments 19. Decision-Making Exercise (A) 20. GrowingPains 21. Decision-Making Exercise (B) 22. Decision-Making Exercise(C) 23. The Case of the Unhealthy Hospital 24. A Thousand Days 25.Thirteen Days 26. Decision Making at the Top: The All-Star SportsCatalog Division MODULE IV: LEARNING PROCESSES 27. Buildinga Learning Organization 28. Types of Learning Processes 29. A Noteon Knowledge Management MODULE V: MANAGERIAL PROCESSES30. Serengeti Eyewear: Entrepreneurship within Corning Inc. 31. TheSoul of a New Machine 32. The Transition to General ManagementWebsite 33. No Excuses Management 34. Harvard Business SchoolPublishing MODULE VI: CHANGE PROCESSES 35. SAP America 36.Millipore Corporation (A) 37. Harvey Golub: Recharging AmericanExpress 38. Pepsi’s Regeneration, 1990-1993 39. Leveraging Processesfor Strategic AdvantageInternational EditionEXPLORING STRATEGIC ANALYSIS AND DECISIONMAKINGBy John Odgers2002 / 162 pagesISBN-13: 978-0-07-471162-0 / MHID: 0-07-471162-8ISBN-13: 978-0-07-124270-7 / MHID: 0-07-124270-8 [IE]McGraw-Hill Australia TitleCONTENTSChapter 1: Exploring key concepts, processes, requirements and challenges.Chapter 2: Strategic development and growth. Chapter 3: A noteon financial management and analysis of financial institutions. Chapter4: Implementing and controlling organizational strategy. Chapter 5:Strategic analysis and diagnosis.115HED 2007 Management.indd 11510/5/2006 1:24:31 PM