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| Preface | |
| About The Author | |
| Strategic Management | |
| Introduction | |
| The Origin of Strategic Management | |
| The Traditional Perspective | |
| The Organization as a Bundle of Resources: The Resource-Based View | |
| The Organization as a Network of Stakeholders | |
| The Strategic Management Process | |
| Situation Analysis | |
| Strategic Direction | |
| Strategy Formulation | |
| Strategy Implementation | |
| Global Competitiveness in the Hospitality Industry | |
| Variables Affecting Strategic Management | |
| Strategic Thinking | |
| Strategic Planning Can Drive out Strategic Thinking | |
| Characteristics of Strategic Thinking | |
| Motivating Managers and Employees to Think Strategically | |
| Strategic Management in the Hospitality Industry | |
| The Foodservice Industry--The Players | |
| The Lodging Industry--The Players | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| The Environment and External Stakeholders | |
| Introduction | |
| Assessment of the Broad Environment | |
| The Sociocultural Context | |
| The Economic Context | |
| The Political Context | |
| The Technological Context | |
| Change and Interdependence among the Broad Environmental Forces | |
| Gathering Information on International Environments | |
| Analysis of External Stakeholders and the Operating Environment | |
| Porter's Five Forces, Economic Power, and Industry Characteristics | |
| External Stakeholders, Formal Power, and Political Influence | |
| Managing the Operating Environment | |
| Economic Actions | |
| Political Strategies | |
| Partnering with External Stakeholders | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| Strategic Direction | |
| Introduction | |
| Creating a Strategic Direction | |
| Key Influences on Direction | |
| Mission Statements | |
| Organizational Vision | |
| Organizational Values | |
| Social Responsibility | |
| Enterprise Strategy | |
| Ethical Frames of Reference | |
| Codes of Ethics | |
| Ethics in Global Environments | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| Organizational Resources and Competitive Advantage | |
| Introduction | |
| Internal Analysis and Competitive Advantage | |
| Sustainable Competitive Advantage | |
| Value-Adding Activities | |
| The Value Chains of Wine Makers | |
| Value-Chain Activities | |
| The Tourism Value Chain | |
| Tangible and Intangible Resources | |
| Resources and Capabilities | |
| Financial Resources | |
| Financial Ratios | |
| Physical Resources | |
| Architectural and Sustainable Design | |
| Human-Based Resources | |
| Strategic Leadership | |
| Ownership and Management | |
| Employees | |
| Structure and Culture | |
| Knowledge-Based Resources | |
| Internal Knowledge Creation and Organizational Learning | |
| Knowledge Creation | |
| Knowledge Creation and Interorganizational Relationships | |
| General Organizational Resources | |
| Patents, Copyrights, Trademarks, and Servicemarks | |
| Brands and Organizational Reputation | |
| Superior Relationships with Stakeholders | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| Strategy Formulation at the Business Unit Level | |
| Introduction | |
| Generic Business Strategies | |
| Cost Leadership | |
| Differentiation | |
| Best Value | |
| Focus | |
| Competitive Dynamics | |
| Strategies that Reflect Competitive Dynamics | |
| Resources, Industry Structure, and Firm Actions | |
| Strategic Group Mapping | |
| Developing a Strategic Group Map | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| Corporate Level Strategy and Restructuring | |
| Introduction | |
| Concentration Strategies | |
| Advantages and Disadvantages of a Concentration Strategy | |
| Vertical | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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