"Management Strategy: Achieving Sustained Competitive Advantage, 2/e", by Alfred Marcus, is a brief, focused paperback text, allowing ample time for the instructor to incorporate other materials commonly used in this course, such as cases, readings, and/or simulations. The text focuses on how making winning moves depends on finding profitable patterns that repeatedly meet customer demands for solutions. Whereas many strategy books have lost sight of the purpose of strategy and fail to show how decisions actually affect business performance and, ultimately, outcomes, "Management Strategy" focuses on the types of analyses and strategic moves required, given the industry, environment, and a company's internal resources. In eight chapters, this textbook builds upon the analysis process and demonstrates how strategy impacts an organization's position in comparison to its competitors, both in terms of the cost and quality of its products and the scope of businesses in which it is involved (vertical and horizontal integration), as well as its global versus domestic reach. The outcomes that come from analyzing an organization also determine the extent to which the organization will strive to be an innovator as opposed to being a follower.
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Alfred A. Marcus is currently the Edson Spence Chair of Strategic Management at the University of Minnesota, Carlson School of Management. He has been on the faculty at Minnesota since 1984. His articles have appeared in the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, and Organization Science among other places. He is the author or co-author of 10 other books. His PH.D is from Harvard and he has undergraduate and graduate degrees from the University of Chicago. Prior to the joining Minnesota's faculty he taught at the University of Pittsburgh Graduate School of Business and was a research scientist at the Battelle Human Affairs Research Centers in Seattle, Washington. He has consulted or worked with many major corporations including 3M, Corning, Excel Energy, and IBM. In 1991-1992 he spent his sabbatical at the Sloan School of Management, MIT. He has taught strategy or management courses in Norway, Hungary, the Czech Republic, Romania, and Costa Rica and was involved in a multinational research project sponsored by the NSF that involved working with companies in the U.S., Finland, Israel, and India. Much of his work involves the interface between strategy and changes in the macroenvironment of the firm including major changes in government policies.
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