战略管理学 概念与案例 英文版·第10版PDF电子书下载

CONTENTSPART ONE THE CONCEPTS AND TECHNIQUES OF STRATEGIC MANAGEMENT 1

CONTENTSPART ONE THE CONCEPTS AND TECHNIQUES OF STRATEGIC MANAGEMENT 1

1 THE STRATEGIC MANAGEMENT PROCESS: An Overview 2

1 THE STRATEGIC MANAGEMENT PROCESS: An Overview 2

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 Statements 6

Illustration Capsules:1 Examples of Company Mission and Vision Statements 6

2 Strategic and Financial Objectives of Well-Known Corporations 8

2 Strategic and Financial Objectives of Well-Known Corporations 8

SUBJECT INDEX I- 9

SUBJECT INDEX I- 9

3 A Strategy Example:McDonald s 12

3 A Strategy Example:McDonald s 12

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 Evaluatin 17

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 Evaluatin 17

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 Benefits 23

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 Benefits 23

2 THE THREE STRATEGY-MAKING TASKS:Developing a Strategic Vision,Setting Objectives,and Crafting a Strategy 27

2 THE THREE STRATEGY-MAKING TASKS:Developing a Strategic Vision,Setting Objectives,and Crafting a Strategy 27

Illustration Capsules:4 Delta Airlines Strategic Vision 28

Illustration Capsules:4 Delta Airlines Strategic Vision 28

5 Intel s Bold Decision to Radically Alter Its Strategic Vision 33

5 Intel s Bold Decision to Radically Alter Its Strategic Vision 33

6 Nova Care s Business Mission and Vision 35

6 Nova Care s Business Mission and Vision 35

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 the 56

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 the 56

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 wi 59

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 wi 59

8 Harris Corporation s Commitments to Its Stakeholders 61

8 Harris Corporation s Commitments to Its Stakeholders 61

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

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

3 INDUSTRY AND COMPETITIVE ANALYSIS 68

3 INDUSTRY AND COMPETITIVE ANALYSIS 68

9 Strategic Group Map of Competitors in the Retail Jewelry Industry 92

9 Strategic Group Map of Competitors in the Retail Jewelry Industry 92

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 o 95

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 o 95

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 Analysis 99

Question 7:Is the Industry Attractive and What Are Its Prospects for Above-Average Profit-ability?98 Actually Doing an Industry and Competitive Analysis 99

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 COMPETITIVECAPABILITIES 103

4 EVALUATING COMPANY RESOURCES AND COMPETITIVECAPABILITIES 103

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 Opportunities 112

10 TCI s Retreat to a Vision and Strategy in Line with Its Resources andMarket Opportunities 112

11 Value Chains for Anheuser-Busch and Adolph Coors Beers 121

11 Value Chains for Anheuser-Busch and Adolph Coors Beers 121

12 Ford Motor Company s Benchmarking of Its Accounts Payable Activity 122

12 Ford Motor Company s Benchmarking of Its Accounts Payable Activity 122

13 Benchmarking and Ethical Conduct 123

13 Benchmarking and Ethical Conduct 123

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 Identify 126

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 Identify 126

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 ADVANTAGE 134

5 STRATEGY AND COMPETITIVE ADVANTAGE 134

14 ACX Technologies Strategy to Become a Low-Cost Producer ofAluminum Cans 139

14 ACX Technologies Strategy to Become a Low-Cost Producer ofAluminum Cans 139

15 Winning a Cost Advantage via Value Chain Restructuring:Iowa Beef PackersFedEx,Southwest Airlines,and the Internet Entrepreneurs 144

15 Winning a Cost Advantage via Value Chain Restructuring:Iowa Beef PackersFedEx,Southwest Airlines,and the Internet Entrepreneurs 144

16 Differentiating Features That Lower Buyer Costs 150

16 Differentiating Features That Lower Buyer Costs 150

17 Differentiating Features That Raise the Performance a User Gets 151

17 Differentiating Features That Raise the Performance a User Gets 151

18 Toyota s Best-Cost Producer Strategy for Its Lexus Line 153

18 Toyota s Best-Cost Producer Strategy for Its Lexus Line 153

19 Focused Strategies in the Lodging Industry:Motel 6 and Ritz-Carlton 155

19 Focused Strategies in the Lodging Industry:Motel 6 and Ritz-Carlton 155

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 Compe 163

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 Compe 163

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 C 170

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 C 170

6 MATCHING STRATEGY TO A COMPANYS SITUANION 174

6 MATCHING STRATEGY TO A COMPANYS SITUANION 174

20 Yamaha s Strategy in the Piano Industry 183

20 Yamaha s Strategy in the Piano Industry 183

21 Multicountry Strategies:Microsoft in PC Software and Nestlé inInstant Coffee 192

21 Multicountry Strategies:Microsoft in PC Software and Nestlé inInstant Coffee 192

22 Toshiba s Use of Strategic Alliances and Joint Ventures 195

22 Toshiba s Use of Strategic Alliances and Joint Ventures 195

23 Company Experiences with Cross-Border Strategic Alliances 197

23 Company Experiences with Cross-Border Strategic Alliances 197

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 Industri 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 Industri 208

Illustration Capsules: 208

7 STRATEGY AND COMPETITIVE ADVANTAGE IN DIVERSIFIEDCOMPANIES 213

7 STRATEGY AND COMPETITIVE ADVANTAGE IN DIVERSIFIEDCOMPANIES 213

24 Koch Industries Efforts to Link Its Diversification Strategies to CoreCompetencies and Capabilities 222

24 Koch Industries Efforts to Link Its Diversification Strategies to CoreCompetencies and Capabilities 222

25 Examples of Companies with Related Business Portfolios 224

25 Examples of Companies with Related Business Portfolios 224

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 218 227

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 218 227

26 Diversified Companies with Unrelated Business Portfolios 228

26 Diversified Companies with Unrelated Business Portfolios 228

Unrelated Diversification and Shareholder Value,230 Divestiture and Liquidation Strate-gies 231 Corporate Turnaround,Retrenchment,and Portfolio Restructuring Strategies 232

Unrelated Diversification and Shareholder Value,230 Divestiture and Liquidation Strate-gies 231 Corporate Turnaround,Retrenchment,and Portfolio Restructuring Strategies 232

27 Honda s Competitive Advantage 237

27 Honda s Competitive Advantage 237

28 Mitsubishi:The Competitive Power of a Japanese Keiretsu 240

28 Mitsubishi:The Competitive Power of a Japanese Keiretsu 240

Multinational Diversification Strategies 234 The Emergence of Multinational Diversifica-tion,235 Sources of Competitive Advantage for a DMNC,236 Combination Related-Unrelated Diversification Strategies 242

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 Strategies 242

Illustration Capsules: 242

8 EVALUATING THE STRATEGIES OF DIVERSIFIED COMPANIES 245

8 EVALUATING THE STRATEGIES OF DIVERSIFIED COMPANIES 245

29 Portfolio Management at General Electric 255

29 Portfolio Management at General Electric 255

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 O 265

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 O 265

Illustration Capsule: 265

Illustration Capsule: 265

9 IMPLEMENTING STRATEGY:BUILDING RESOCRCE CAPABILITIES ANDSTRUCTURING THE ORGANIZATION 268

9 IMPLEMENTING STRATEGY:BUILDING RESOCRCE CAPABILITIES ANDSTRUCTURING THE ORGANIZATION 268

30 Process Organization at Lee Memorial Hospital and St. Vincent s Hospital 283

30 Process Organization at Lee Memorial Hospital and St. Vincent s Hospital 283

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 Gotten 292

32 Reengineering:How Companies Do It and the Results They Have Gotten 292

33 Matrix Organization in a Diversified Global Company:The Case of Asea BrownBoveri 301

33 Matrix Organization in a Diversified Global Company:The Case of Asea BrownBoveri 301

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 Com 304

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 Com 304

Illustration Capsules: 304

34 Organizational Approaches for Internationaf and Global Markets 306

34 Organizational Approaches for Internationaf and Global Markets 306

10 IMPLEMENTING STRATEGY:BUDGETS,POLICIES,BEST PRACTICES,SUPPORT SYSTEMS,AND REWARDS 310

10 IMPLEMENTING STRATEGY:BUDGETS,POLICIES,BEST PRACTICES,SUPPORT SYSTEMS,AND REWARDS 310

35 Nike s Manufacturing Policies and Practices 313

35 Nike s Manufacturing Policies and Practices 313

36 Motorola s Approach to TQM and Teamwork 317

36 Motorola s Approach to TQM and Teamwork 317

37 Management Information and Control Systems at Mrs.Fields Cookies,Inc 321

37 Management Information and Control Systems at Mrs.Fields Cookies,Inc 321

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,P 327

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,P 327

Illustration Capsules: 327

38 The Folly of the Reward System in the Claims Division of a Large InsuranceCompany 329

38 The Folly of the Reward System in the Claims Division of a Large InsuranceCompany 329

11 IMPLEMENTING STRATEGY:CULTURE AND LEADERSHIP 334

11 IMPLEMENTING STRATEGY:CULTURE AND LEADERSHIP 334

Illustration Capsules:39 The Culture at Nordstrom 335

Illustration Capsules:39 The Culture at Nordstrom 335

40　The Johnson Johnson Credo 345

40　The Johnson Johnson Credo 345

41 The Bristol-Myers Squibb Pledge 346

41 The Bristol-Myers Squibb Pledge 346

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 b 356

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 b 356

PART Ⅱ CASES IN STRATEGIC MANAGEMENT 361

PART Ⅱ CASES IN STRATEGIC MANAGEMENT 361

A GUIDE TO CASE ANALYSIS 362

A GUIDE TO CASE ANALYSIS 362

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 Cottage 453

Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 4 The Fudge Cottage 453

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 Industry 488

Joseph Lampel and Jamal Shamsie,New York UniversitySection B: Crafting Strategy in Single Business Companies＊Case 6 Cannondale Corporation and the Mountain Bike Industry 488

Romuald A.Stone,Keller Graduate School of Management＊Case 7 Cuchara Valley Ski Resort 519

Romuald A.Stone,Keller Graduate School of Management＊Case 7 Cuchara Valley Ski Resort 519

Gary Bridges,University of Southern Colorado＊Case 8 Callaway Golf Company 534

Gary Bridges,University of Southern Colorado＊Case 8 Callaway Golf Company 534

John E Gamble,University of South AlamamaCase 9 Ryk？,Inc.:Lightweight Athletic Shoes for Women 555

John E Gamble,University of South AlamamaCase 9 Ryk？,Inc.:Lightweight Athletic Shoes for Women 555

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 Industry 577

John Dunkelberg and Tom Goho,Wake Forest University＊Case 11 Nintendo vs.SEGA(A):The Videogame Industry 577

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 Wars 614

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 Wars 614

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 Resort 647

Joan Winn and John W. Mullins,University of DenverCase 14 Coral Divers Resort 647

Kent E.Neupert,University of HoustonPaul W.Beamish,University of Western OntarioCase 15 FedEx vs.UPS:The War in Package Delivery 666

Kent E.Neupert,University of HoustonPaul W.Beamish,University of Western OntarioCase 15 FedEx vs.UPS:The War in Package Delivery 666

Lane Crowder,Robert E.Spekman and Robert Bruner,University of Virginia＊Case 16 The Quaker Oats Company,Gatorade,and Snapple Beverage 694

Lane Crowder,Robert E.Spekman and Robert Bruner,University of Virginia＊Case 16 The Quaker Oats Company,Gatorade,and Snapple Beverage 694

Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 17 Jim Thompson Thai Silk Company 712

Arthur A.Thompson,The University of AlabamaJohn E.Gamble,University of South AlabamaCase 17 Jim Thompson Thai Silk Company 712

Robert A.Pitts,Gettysburg College＊Case 18 Whirlpool Corporation 728

Robert A.Pitts,Gettysburg College＊Case 18 Whirlpool Corporation 728

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 TelevisionStations 801

Joseph Lampel and Jamal Shamsie,New York UniversityCase 21 Greenley Communications and the Westem Region Network TelevisionStations 801

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 Hood 832

Andrew Delios and Jaideep Anand,The University of Western OntarioSection D: Implementing and Executing Strategy＊Case 23 Robin Hood 832

Joseph Lampel,New York UniversityCase 24 Kitty s Maids 834

Joseph Lampel,New York UniversityCase 24 Kitty s Maids 834

Tom Hinthorne,Montana State University—BillingsCase 25 Bama Pie,Limited 852

Tom Hinthorne,Montana State University—BillingsCase 25 Bama Pie,Limited 852

Raymond E.Belford,Oklahoma City UniversityCase 26 Novotel 869

Raymond E.Belford,Oklahoma City UniversityCase 26 Novotel 869

Brian Hunt and Charles Baden-Fuller,City University Business School,LondonRoland Calori,Groupe ESC Lyon＊Case 27 The Lincoln Electric Company,1996 896

Brian Hunt and Charles Baden-Fuller,City University Business School,LondonRoland Calori,Groupe ESC Lyon＊Case 27 The Lincoln Electric Company,1996 896

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 Corporation 956

Arthur A.Thompson,The University of AlabamaKem Pinegar,Birmingham-Southern CollegeTracy Robertson Kramer,George Mason University＊Case 29 Kmart Corporation 956

John E.Gamble,University of South AlabamaCase 30 Journey to Excellence:The Ritz-Carlton Hotel in Sydney,Australia 979

John E.Gamble,University of South AlabamaCase 30 Journey to Excellence:The Ritz-Carlton Hotel in Sydney,Australia 979

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