战略管理学 概念与案例 英文版·第10版2025|PDF|Epub|mobi|kindle电子书版本百度云盘下载

战略管理学 概念与案例 英文版·第10版PDF格式电子书版下载

注意：本站所有压缩包均有解压码： 点击下载压缩包解压工具

CONTENTSPART ONE THE CONCEPTS AND TECHNIQUES OF STRATEGIC MANAGEMENT1

CONTENTSPART ONE THE CONCEPTS AND TECHNIQUES OF STRATEGIC MANAGEMENT1

1 THE STRATEGIC MANAGEMENT PROCESS: An Overview2

1 THE STRATEGIC MANAGEMENT PROCESS: An Overview2

Ann K．Buchholtz,University of GeorgiaNAME INDEX ICASE INDEX I-4

COMPANY INDEX I-4

Ann K．Buchholtz,University of GeorgiaNAME INDEX ICASE INDEX I-4

COMPANY INDEX I-4

Illustration Capsules:1 Examples of Company Mission and Vision Statements6

Illustration Capsules:1 Examples of Company Mission and Vision Statements6

2 Strategic and Financial Objectives of Well-Known Corporations8

2 Strategic and Financial Objectives of Well-Known Corporations8

SUBJECT INDEX I-9

SUBJECT INDEX I-9

3 A Strategy Example:McDonald s12

3 A Strategy Example:McDonald s12

The Five Tasks of Strategic Management 3 Developing a Strategic Vision and BusinessMission,4 Setting Objectives,5 Crafting a Strategy,7 What Does a Company s Strat-egy Consist Of?10 Implementing and Executing the Strategy,15 Evaluatin17

The Five Tasks of Strategic Management 3 Developing a Strategic Vision and BusinessMission,4 Setting Objectives,5 Crafting a Strategy,7 What Does a Company s Strat-egy Consist Of?10 Implementing and Executing the Strategy,15 Evaluatin17

Who Performs the Five Tasks of Strategic Management?18 Is Strategy Making an Individ-ual Responsibility or a Group Task?20 Is There a Role for Full-Time Strategic Plan-hers?21 The Strategic Role of the Board of Directors,22 The Benefits23

Who Performs the Five Tasks of Strategic Management?18 Is Strategy Making an Individ-ual Responsibility or a Group Task?20 Is There a Role for Full-Time Strategic Plan-hers?21 The Strategic Role of the Board of Directors,22 The Benefits23

2 THE THREE STRATEGY-MAKING TASKS:Developing a Strategic Vision,Setting Objectives,and Crafting a Strategy27

2 THE THREE STRATEGY-MAKING TASKS:Developing a Strategic Vision,Setting Objectives,and Crafting a Strategy27

Illustration Capsules:4 Delta Airlines Strategic Vision28

Illustration Capsules:4 Delta Airlines Strategic Vision28

5 Intel s Bold Decision to Radically Alter Its Strategic Vision33

5 Intel s Bold Decision to Radically Alter Its Strategic Vision33

6 Nova Care s Business Mission and Vision35

6 Nova Care s Business Mission and Vision35

7 Examples of Corporate Objectives:McDonald s,3M Corp.Anheuser-Busch,andMcCormick Co.38

7 Examples of Corporate Objectives:McDonald s,3M Corp.Anheuser-Busch,andMcCormick Co.38

Developing a Strategic Vision and Mission:The First Direction-Setting Task 27 Why Havea Mission or Strategic Vision?28 Defining a Company s Present Business,29 Decidingon a Long-Term Strategic Vision for the Company,33 Communicating the56

Developing a Strategic Vision and Mission:The First Direction-Setting Task 27 Why Havea Mission or Strategic Vision?28 Defining a Company s Present Business,29 Decidingon a Long-Term Strategic Vision for the Company,33 Communicating the56

Company Resource Strengths,Competencies,and Competitive Capabilities,56 The Per-sonal Ambitions,Business Philosophies,and Ethical Beliefs of Managers,57 The Influenceof Shared Values and Company Culture on Strategy,58 Linking Strategy wi59

Company Resource Strengths,Competencies,and Competitive Capabilities,56 The Per-sonal Ambitions,Business Philosophies,and Ethical Beliefs of Managers,57 The Influenceof Shared Values and Company Culture on Strategy,58 Linking Strategy wi59

8 Harris Corporation s Commitments to Its Stakeholders61

8 Harris Corporation s Commitments to Its Stakeholders61

Tests of a Winning Strategy,62 Approaches to Performing the Strategy-Making Task62

Tests of a Winning Strategy,62 Approaches to Performing the Strategy-Making Task62

3 INDUSTRY AND COMPETITIVE ANALYSIS68

3 INDUSTRY AND COMPETITIVE ANALYSIS68

9 Strategic Group Map of Competitors in the Retail Jewelry Industry92

9 Strategic Group Map of Competitors in the Retail Jewelry Industry92

The Methods of Industry and Competitive Analysis 68 Question 1:What Are the Industry sDominant Economic Features?70 Question 2:What Is Competition Like and How StrongAre Each of the Competitive Forces?73 Question 3:What Are the Drivers o95

The Methods of Industry and Competitive Analysis 68 Question 1:What Are the Industry sDominant Economic Features?70 Question 2:What Is Competition Like and How StrongAre Each of the Competitive Forces?73 Question 3:What Are the Drivers o95

Illustration Capsule:99

Illustration Capsule:99

Question 7:Is the Industry Attractive and What Are Its Prospects for Above-Average Profit-ability?98 Actually Doing an Industry and Competitive Analysis99

Question 7:Is the Industry Attractive and What Are Its Prospects for Above-Average Profit-ability?98 Actually Doing an Industry and Competitive Analysis99

Question 1:How Well Is the Present Strategy Working?104 Question 2:What Are theCompany s Resource Strengths and Weaknesses,and Its External Opportunities and Threats?103

4 EVALUATING COMPANY RESOURCES AND COMPETITIVECAPABILITIES103

4 EVALUATING COMPANY RESOURCES AND COMPETITIVECAPABILITIES103

Question 1:How Well Is the Present Strategy Working?104 Question 2:What Are theCompany s Resource Strengths and Weaknesses,and Its External Opportunities and Threats?103

10 TCI s Retreat to a Vision and Strategy in Line with Its Resources andMarket Opportunities112

10 TCI s Retreat to a Vision and Strategy in Line with Its Resources andMarket Opportunities112

11 Value Chains for Anheuser-Busch and Adolph Coors Beers121

11 Value Chains for Anheuser-Busch and Adolph Coors Beers121

12 Ford Motor Company s Benchmarking of Its Accounts Payable Activity122

12 Ford Motor Company s Benchmarking of Its Accounts Payable Activity122

13 Benchmarking and Ethical Conduct123

13 Benchmarking and Ethical Conduct123

105 Identifying Company Strengths and Resource Capabilities,105 Identifying Com-pany Weaknesses and Resource Deficiencies,106 Identifying Company Competencies andCapabilities,108 Identifying a Company s Market Opportunities,111 Identify126

105 Identifying Company Strengths and Resource Capabilities,105 Identifying Com-pany Weaknesses and Resource Deficiencies,106 Identifying Company Competencies andCapabilities,108 Identifying a Company s Market Opportunities,111 Identify126

Illustration Capsules:129

Competitive Strength Assessments,127 Question 5:What Strategic Issues Does the Com-pany Face?129

Competitive Strength Assessments,127 Question 5:What Strategic Issues Does the Com-pany Face?129

Illustration Capsules:129

5 STRATEGY AND COMPETITIVE ADVANTAGE134

5 STRATEGY AND COMPETITIVE ADVANTAGE134

14 ACX Technologies Strategy to Become a Low-Cost Producer ofAluminum Cans139

14 ACX Technologies Strategy to Become a Low-Cost Producer ofAluminum Cans139

15 Winning a Cost Advantage via Value Chain Restructuring:Iowa Beef PackersFedEx,Southwest Airlines,and the Internet Entrepreneurs144

15 Winning a Cost Advantage via Value Chain Restructuring:Iowa Beef PackersFedEx,Southwest Airlines,and the Internet Entrepreneurs144

16 Differentiating Features That Lower Buyer Costs150

16 Differentiating Features That Lower Buyer Costs150

17 Differentiating Features That Raise the Performance a User Gets151

17 Differentiating Features That Raise the Performance a User Gets151

18 Toyota s Best-Cost Producer Strategy for Its Lexus Line153

18 Toyota s Best-Cost Producer Strategy for Its Lexus Line153

19 Focused Strategies in the Lodging Industry:Motel 6 and Ritz-Carlton155

19 Focused Strategies in the Lodging Industry:Motel 6 and Ritz-Carlton155

The Five Generic Competitive Strategies 135 Low-Cost Provider Strategies,137 Differ-entiation Strategies,147 The Strategy of Being a Best-Cost Provider,152 Focused orMarket Niche Strategies,154 Vertical Integration Strategies and Compe163

The Five Generic Competitive Strategies 135 Low-Cost Provider Strategies,137 Differ-entiation Strategies,147 The Strategy of Being a Best-Cost Provider,152 Focused orMarket Niche Strategies,154 Vertical Integration Strategies and Compe163

Initiatives to Capitalize on Competitor Weaknesses,164 Simultaneous Initiatives on ManyFronts,165 End-Run Offensives,165 Guerilla Offensives,166 PreemptiveStrikes,166 Choosing Whom to Attack,167 Using Defensive Strategies to Protect C170

Illustration Capsules:170

Illustration Capsules:170

Initiatives to Capitalize on Competitor Weaknesses,164 Simultaneous Initiatives on ManyFronts,165 End-Run Offensives,165 Guerilla Offensives,166 PreemptiveStrikes,166 Choosing Whom to Attack,167 Using Defensive Strategies to Protect C170

6 MATCHING STRATEGY TO A COMPANYS SITUANION174

6 MATCHING STRATEGY TO A COMPANYS SITUANION174

20 Yamaha s Strategy in the Piano Industry183

20 Yamaha s Strategy in the Piano Industry183

21 Multicountry Strategies:Microsoft in PC Software and Nestlé inInstant Coffee192

21 Multicountry Strategies:Microsoft in PC Software and Nestlé inInstant Coffee192

22 Toshiba s Use of Strategic Alliances and Joint Ventures195

22 Toshiba s Use of Strategic Alliances and Joint Ventures195

23 Company Experiences with Cross-Border Strategic Alliances197

23 Company Experiences with Cross-Border Strategic Alliances197

Illustration Capsules:208

Strategies for Competing in Emerging Industries 175 Strategies for Competing in HighVelocity Markets 177 Strategies for Competing in Maturing Industries 178 StrategicPitfalls,181 Strategies for Firms in Stagnant or Declining Industri208

Strategies for Competing in Emerging Industries 175 Strategies for Competing in HighVelocity Markets 177 Strategies for Competing in Maturing Industries 178 StrategicPitfalls,181 Strategies for Firms in Stagnant or Declining Industri208

Illustration Capsules:208

7 STRATEGY AND COMPETITIVE ADVANTAGE IN DIVERSIFIEDCOMPANIES213

7 STRATEGY AND COMPETITIVE ADVANTAGE IN DIVERSIFIEDCOMPANIES213

24 Koch Industries Efforts to Link Its Diversification Strategies to CoreCompetencies and Capabilities222

24 Koch Industries Efforts to Link Its Diversification Strategies to CoreCompetencies and Capabilities222

25 Examples of Companies with Related Business Portfolios224

25 Examples of Companies with Related Business Portfolios224

When to Diversify 214 The Conditions that Make Diversification Attractive,215 Build-ing Shareholder Value:The Ultimate Justification for Diversifying 217 Three Tests forJudging a Diversification Move,217 Diversification Strategies 218227

When to Diversify 214 The Conditions that Make Diversification Attractive,215 Build-ing Shareholder Value:The Ultimate Justification for Diversifying 217 Three Tests forJudging a Diversification Move,217 Diversification Strategies 218227

26 Diversified Companies with Unrelated Business Portfolios228

26 Diversified Companies with Unrelated Business Portfolios228

Unrelated Diversification and Shareholder Value,230 Divestiture and Liquidation Strate-gies 231 Corporate Turnaround,Retrenchment,and Portfolio Restructuring Strategies232

Unrelated Diversification and Shareholder Value,230 Divestiture and Liquidation Strate-gies 231 Corporate Turnaround,Retrenchment,and Portfolio Restructuring Strategies232

27 Honda s Competitive Advantage237

27 Honda s Competitive Advantage237

28 Mitsubishi:The Competitive Power of a Japanese Keiretsu240

28 Mitsubishi:The Competitive Power of a Japanese Keiretsu240

Multinational Diversification Strategies 234 The Emergence of Multinational Diversifica-tion,235 Sources of Competitive Advantage for a DMNC,236 Combination Related-Unrelated Diversification Strategies242

Illustration Capsules:242

Multinational Diversification Strategies 234 The Emergence of Multinational Diversifica-tion,235 Sources of Competitive Advantage for a DMNC,236 Combination Related-Unrelated Diversification Strategies242

Illustration Capsules:242

8 EVALUATING THE STRATEGIES OF DIVERSIFIED COMPANIES245

8 EVALUATING THE STRATEGIES OF DIVERSIFIED COMPANIES245

29 Portfolio Management at General Electric255

29 Portfolio Management at General Electric255

Identifying the Present Corporate Strategy 246 Evaluating Industry Attractiveness:ThreeTests 247 Evaluating the Attractiveness of Each Industry the Company Has DiversifiedInto,247 Measuring Each Industry s Attractiveness Relative to the O265

Identifying the Present Corporate Strategy 246 Evaluating Industry Attractiveness:ThreeTests 247 Evaluating the Attractiveness of Each Industry the Company Has DiversifiedInto,247 Measuring Each Industry s Attractiveness Relative to the O265

Illustration Capsule:265

Illustration Capsule:265

9 IMPLEMENTING STRATEGY:BUILDING RESOCRCE CAPABILITIES ANDSTRUCTURING THE ORGANIZATION268

9 IMPLEMENTING STRATEGY:BUILDING RESOCRCE CAPABILITIES ANDSTRUCTURING THE ORGANIZATION268

30 Process Organization at Lee Memorial Hospital and St. Vincent s Hospital283

30 Process Organization at Lee Memorial Hospital and St. Vincent s Hospital283

31 Cross-Unit Coordination on Technology at 3M Corp.287

31 Cross-Unit Coordination on Technology at 3M Corp.287

32 Reengineering:How Companies Do It and the Results They Have Gotten292

32 Reengineering:How Companies Do It and the Results They Have Gotten292

33 Matrix Organization in a Diversified Global Company:The Case of Asea BrownBoveri301

33 Matrix Organization in a Diversified Global Company:The Case of Asea BrownBoveri301

A Framework for Implementing Strategy 269 The Principal Strategy-ImplementingTasks,270 Leading the Implementation Process 271 Building a Capable Organization273 Selecting People for Key Positions,273 Building Core Competencies and Com304

Illustration Capsules:304

A Framework for Implementing Strategy 269 The Principal Strategy-ImplementingTasks,270 Leading the Implementation Process 271 Building a Capable Organization273 Selecting People for Key Positions,273 Building Core Competencies and Com304

Illustration Capsules:304

34 Organizational Approaches for Internationaf and Global Markets306

34 Organizational Approaches for Internationaf and Global Markets306

10 IMPLEMENTING STRATEGY:BUDGETS,POLICIES,BEST PRACTICES,SUPPORT SYSTEMS,AND REWARDS310

10 IMPLEMENTING STRATEGY:BUDGETS,POLICIES,BEST PRACTICES,SUPPORT SYSTEMS,AND REWARDS310

35 Nike s Manufacturing Policies and Practices313

35 Nike s Manufacturing Policies and Practices313

36 Motorola s Approach to TQM and Teamwork317

36 Motorola s Approach to TQM and Teamwork317

37 Management Information and Control Systems at Mrs.Fields Cookies,Inc321

37 Management Information and Control Systems at Mrs.Fields Cookies,Inc321

Linking Budgets to Strategy 310 Creating Strategy-Supportive Policies and Procedures312 Instituting Best Practices and a Commitment to Continuous Improvement 314 In-stalling Support Systems 319 Installing Adequate Information Systems,P327

Illustration Capsules:327

Linking Budgets to Strategy 310 Creating Strategy-Supportive Policies and Procedures312 Instituting Best Practices and a Commitment to Continuous Improvement 314 In-stalling Support Systems 319 Installing Adequate Information Systems,P327

Illustration Capsules:327

38 The Folly of the Reward System in the Claims Division of a Large InsuranceCompany329

38 The Folly of the Reward System in the Claims Division of a Large InsuranceCompany329

11 IMPLEMENTING STRATEGY:CULTURE AND LEADERSHIP334

11 IMPLEMENTING STRATEGY:CULTURE AND LEADERSHIP334

Illustration Capsules:39 The Culture at Nordstrom335

Illustration Capsules:39 The Culture at Nordstrom335

40　The Johnson Johnson Credo345

40　The Johnson Johnson Credo345

41 The Bristol-Myers Squibb Pledge346

41 The Bristol-Myers Squibb Pledge346

Building a Strategy-Supportive Corporate Culture 334 Where Does Corporate CultureCome From?335 The Power of Culture,336 Strong versus Weak Cultures,338 Low-Performance or Unhealthy Cultures,339 Adaptive Cultures,339 Creating the Fit b356

Building a Strategy-Supportive Corporate Culture 334 Where Does Corporate CultureCome From?335 The Power of Culture,336 Strong versus Weak Cultures,338 Low-Performance or Unhealthy Cultures,339 Adaptive Cultures,339 Creating the Fit b356

PART Ⅱ CASES IN STRATEGIC MANAGEMENT361

PART Ⅱ CASES IN STRATEGIC MANAGEMENT361

A GUIDE TO CASE ANALYSIS362

A GUIDE TO CASE ANALYSIS362

Section A:The Manager as Chief Strategy Maker and Strategy Implementer＊Case 1 America Online,Inc.376

Section A:The Manager as Chief Strategy Maker and Strategy Implementer＊Case 1 America Online,Inc.376

Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South Alabama＊Case 2 Ben Jerry s Homemade,Inc.397

Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South Alabama＊Case 2 Ben Jerry s Homemade,Inc.397

Arthur A.Thompson,The University of Alabama＊Case 3 Andrew S.Grove:CEO of Intel Corp.423

Arthur A.Thompson,The University of Alabama＊Case 3 Andrew S.Grove:CEO of Intel Corp.423

Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 4 The Fudge Cottage453

Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 4 The Fudge Cottage453

Deborah R.Ettington and Shalini Venkateswaran,Eastern Michigan UniversityCase 5 Cineplex Odeon Corp.(B)470

Deborah R.Ettington and Shalini Venkateswaran,Eastern Michigan UniversityCase 5 Cineplex Odeon Corp.(B)470

Joseph Lampel and Jamal Shamsie,New York UniversitySection B: Crafting Strategy in Single Business Companies＊Case 6 Cannondale Corporation and the Mountain Bike Industry488

Joseph Lampel and Jamal Shamsie,New York UniversitySection B: Crafting Strategy in Single Business Companies＊Case 6 Cannondale Corporation and the Mountain Bike Industry488

Romuald A.Stone,Keller Graduate School of Management＊Case 7 Cuchara Valley Ski Resort519

Romuald A.Stone,Keller Graduate School of Management＊Case 7 Cuchara Valley Ski Resort519

Gary Bridges,University of Southern Colorado＊Case 8 Callaway Golf Company534

Gary Bridges,University of Southern Colorado＊Case 8 Callaway Golf Company534

John E Gamble,University of South AlamamaCase 9 Ryk？,Inc.:Lightweight Athletic Shoes for Women555

John E Gamble,University of South AlamamaCase 9 Ryk？,Inc.:Lightweight Athletic Shoes for Women555

Valerie J Porciello,Alan N.Hoffman,and Barbara Gottfried,Bentley CollegeCase 10 Video Concepts,Inc.570

Valerie J Porciello,Alan N.Hoffman,and Barbara Gottfried,Bentley CollegeCase 10 Video Concepts,Inc.570

John Dunkelberg and Tom Goho,Wake Forest University＊Case 11 Nintendo vs.SEGA(A):The Videogame Industry577

John Dunkelberg and Tom Goho,Wake Forest University＊Case 11 Nintendo vs.SEGA(A):The Videogame Industry577

Romuald A Stone,Keller Graduate School of Management＊Cases for which there are case preparation exercises on Strat-TUTOR.Case 12 Nintendo vs.SEGA(B):The Videogame Wars614

Romuald A Stone,Keller Graduate School of Management＊Cases for which there are case preparation exercises on Strat-TUTOR.Case 12 Nintendo vs.SEGA(B):The Videogame Wars614

Romuald A.Stone,Keller Graduate School of Management＊Case 13 Pasta Perfect,Inc.633

Romuald A.Stone,Keller Graduate School of Management＊Case 13 Pasta Perfect,Inc.633

Joan Winn and John W. Mullins,University of DenverCase 14 Coral Divers Resort647

Joan Winn and John W. Mullins,University of DenverCase 14 Coral Divers Resort647

Kent E.Neupert,University of HoustonPaul W.Beamish,University of Western OntarioCase 15 FedEx vs.UPS:The War in Package Delivery666

Kent E.Neupert,University of HoustonPaul W.Beamish,University of Western OntarioCase 15 FedEx vs.UPS:The War in Package Delivery666

Lane Crowder,Robert E.Spekman and Robert Bruner,University of Virginia＊Case 16 The Quaker Oats Company,Gatorade,and Snapple Beverage694

Lane Crowder,Robert E.Spekman and Robert Bruner,University of Virginia＊Case 16 The Quaker Oats Company,Gatorade,and Snapple Beverage694

Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 17 Jim Thompson Thai Silk Company712

Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 17 Jim Thompson Thai Silk Company712

Robert A.Pitts,Gettysburg College＊Case 18 Whirlpool Corporation728

Robert A.Pitts,Gettysburg College＊Case 18 Whirlpool Corporation728

Arthur A.Thompson and Bryan Fuller,The University of AlabamaSection C: Crafting Strategy in Diversified Companies＊Case 19 PepsiCo,Inc.759

Arthur A.Thompson and Bryan Fuller,The University of AlabamaSection C: Crafting Strategy in Diversified Companies＊Case 19 PepsiCo,Inc.759

John E.Gamble,University of South AlabamaRichard C.Hoffman Salisbury State University＊Case 20 Bombardier Ltd.(B)781

John E.Gamble,University of South AlabamaRichard C.Hoffman Salisbury State University＊Case 20 Bombardier Ltd.(B)781

Joseph Lampel and Jamal Shamsie,New York UniversityCase 21 Greenley Communications and the Westem Region Network TelevisionStations801

Joseph Lampel and Jamal Shamsie,New York UniversityCase 21 Greenley Communications and the Westem Region Network TelevisionStations801

George M.Puia,University of TampaMarilyn L.Taylor,University of Missouri—Kansas CityCase 22 Escorts,Ltd.(A)818

George M.Puia,University of TampaMarilyn L.Taylor,University of Missouri—Kansas CityCase 22 Escorts,Ltd.(A)818

Andrew Delios and Jaideep Anand,The University of Western OntarioSection D: Implementing and Executing Strategy＊Case 23 Robin Hood832

Andrew Delios and Jaideep Anand,The University of Western OntarioSection D: Implementing and Executing Strategy＊Case 23 Robin Hood832

Joseph Lampel,New York UniversityCase 24 Kitty s Maids834

Joseph Lampel,New York UniversityCase 24 Kitty s Maids834

Tom Hinthorne,Montana State University—BillingsCase 25 Bama Pie,Limited852

Tom Hinthorne,Montana State University—BillingsCase 25 Bama Pie,Limited852

Raymond E.Belford,Oklahoma City UniversityCase 26 Novotel869

Raymond E.Belford,Oklahoma City UniversityCase 26 Novotel869

Brian Hunt and Charles Baden-Fuller,City University Business School,LondonRoland Calori,Groupe ESC Lyon＊Case 27 The Lincoln Electric Company,1996896

Brian Hunt and Charles Baden-Fuller,City University Business School,LondonRoland Calori,Groupe ESC Lyon＊Case 27 The Lincoln Electric Company,1996896

Arthur Sharplin,University of Texas at AustinJohn A.Seeger,Bentley College＊Case 28 Wal-Mart Stores,Inc.923

Arthur Sharplin,University of Texas at AustinJohn A.Seeger,Bentley College＊Case 28 Wal-Mart Stores,Inc.923

Arthur A.Thompson,The University of AlabamaKem Pinegar,Birmingham-Southern CollegeTracy Robertson Kramer,George Mason University＊Case 29 Kmart Corporation956

Arthur A.Thompson,The University of AlabamaKem Pinegar,Birmingham-Southern CollegeTracy Robertson Kramer,George Mason University＊Case 29 Kmart Corporation956

John E.Gamble,University of South AlabamaCase 30 Journey to Excellence:The Ritz-Carlton Hotel in Sydney,Australia979

John E.Gamble,University of South AlabamaCase 30 Journey to Excellence:The Ritz-Carlton Hotel in Sydney,Australia979

Supryia A.Desai and Elliott N.Weiss,University of VirginiaCase 31 Acer Computer Products(Taiwan):Shortening the Product DevelopmentCycle　　998

Supryia A.Desai and Elliott N.Weiss,University of VirginiaCase 31 Acer Computer Products(Taiwan):Shortening the Product DevelopmentCycle　　998

Jean-Francois Tremblay and John R．Kennedy,University of Western OntarioSection E:　Strategy.Ethics.and Social ResponsibilityCase 32 Food Lion and PrimeTime Live　1014

Jean-Francois Tremblay and John R．Kennedy,University of Western OntarioSection E:　Strategy.Ethics.and Social ResponsibilityCase 32 Food Lion and PrimeTime Live　1014

Joseph Wolfe,Univelsiry of Tulsa＊Case 33 DesignTex,Inc.(A)1034

Joseph Wolfe,Univelsiry of Tulsa＊Case 33 DesignTex,Inc.(A)1034

Matthew Mehalik,Michael E.Gorman,Andrea Larson and Patricia H.Werhaue,University of VirginiaCase 34 The Betaseron Decision (A)1047

Matthew Mehalik,Michael E.Gorman,Andrea Larson and Patricia H.Werhaue,University of VirginiaCase 34 The Betaseron Decision (A)1047