Gaining and Sustaining Competitive Advantage

Gaining and Sustaining Competitive Advantage : International Edition

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Unlike other texts in its field, Jay B. Barney's Gaining and Sustaining Competitive Advantage, Second Edition provides the overall integrative framework necessary for understanding the rapidly evolving field of strategic management. This new edition summarizes and incorporates the latest research in a way that is accessible to students and practitioners, and provides guidance about how his research might be applied to real business situations.
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Product details

  • Paperback | 600 pages
  • 177 x 234 x 23mm | 861g
  • Pearson
  • United States
  • 2nd edition
  • 0131227327
  • 9780131227323

Review quote

"I love the strong disciplinary foundation in I/O economics and financial economics. This more than anything distinguishes the book from its peers." - Dr. Brain Shaffer, University of Maryland, College Park "I like that the subjects are presented completely with topics organized around strategies, not environments. Also, I like that strategy formulation and implementation are discussed together rather than as separate topics." - Dr. Jacquelynne McLellan, Frostburg State University "The single thing I like best about this test is its excellent grounding in the strategy literature. As one who tries to bring current research into the classroom and be very up front about where the literature is in flux, I-and the students-really appreciate the way this text opens up the theory." - Dr. Ken A. Smith, Syracuse University
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About Jay B. Barney

Jay B. Barney is Bank Chair in Corporate Strategy at the Fisher College of Business at Ohio State University. He received his Ph.D. from Yale, and has held faculty appointments at UCLA and Texas A&M. Jay has published more than 40 articles in several journals including AMR, AMJ, and AME; has served on the editorial boards of AMR, SMJ, The Human Resource Management Journal, and Organizational Science; and has also served as an Associate Editor at The Journal of Management, Senior Editor at Organization Science, and Special Issue Editor at SMJ. In 1992, he won the College of Business Research Award at Texas A&M, and in 1997 was awarded an Honorary Doctorate from Lund University (in Lund, Sweden). Jay teaches Business Policy and Strategy, and has taught in executive programs at UCLA, Texas A&M, Ohio State, Michigan, SMU, TCU, and Bocconi University (in Milan, Italy). He has won teaching awards at UCLA (1983), Texas A&M (1992), and Ohio State (1996, 1997, and 1999), and has consulted with more than 20 firms around the world, including Hewlett-Packard, Texas Instruments, and Arco. In 1989, Jay was elected to the BPS Executive Committee. Later was elected the Committee's Assistant Program Chair, and subsequently served as Program Chair, Chair Elect, and Chair of the BPS Division. He completed his service at the Past Chair of the Division in 1997.
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Table of contents

I. THE LOGIC OF STRATEGIC ANALYSIS. 1. What Is Strategy? 2. What Is Performance? 3. Evaluating Environmental Threats. 4. Evaluating Environmental Opportunities. 5. Evaluating Firm Strengths and Weaknesses: The Resource-Based View. II. BUSINESS STRATEGIES. 6. Vertical Integration Strategies. 7. Cost Leadership. 8. Product Differentiation. 9. Flexibility: Real Options Analysis Under Risk and Uncertainty. 10. Tacit Collusion. III. CORPORATE STRATEGIES. 11. Strategic Alliances. 12. Corporate Diversification. 13. Organizing to Implement Corporate Diversification. 14. Merger and Acquisition. 15. International Strategies.
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