Pearce and Robinson have retained high level of academic credibility and market-leading emphasis on strategic practice with this edition. This text continues to have strong support from longtime adopters and growing support in schools with a desire to provide straightforward treatment of strategic management with a practical, systematic approach. The 12th edition offers 30 cases with a mixture of small and large firms; start-ups and industry leaders; global and domestically focused companies; and service, retail, manufacturing, technology, and diversified activities. Pearce and Robinson continue to use a unique pedagogical model they created to provide logic and structure to its treatment of strategic management which in turn makes the material more easily organized by the instructor and learned by the student.

    Written by highly respected experts and prestigious scholars, Hitt/Ireland/Hoskisson's STRATEGIC MANAGEMENT: COMPETITIVENESS AND GLOBALIZATION, CONCEPTS AND CASES, 10E provides an intellectually rich, yet thoroughly practical analysis of strategic management today. This unique text is the only one to integrate the classic industrial organization model with a resource-based view of the firm to give readers a complete understanding of how today's businesses use strategic management to establish a sustained competitive advantage. The authors present cutting-edge research and strategic management trends within a strong global focus, using memorable examples from more than 600 companies. A wealth of learning features and selection of 30 all-new compelling cases prepare your students to face the broad range of critical issues confronting contemporary managers. Engaging video cases, CengageNOW online teaching tools, and a complete electronic business library keeps study current and relevant.

    This stunning exposé of some of the most prestigious and respected names in the business leads you into a world where a client's interests are skillfully subordinated to those of the consultants, where money rules the day, and where principles and morals are unwelcome baggage.Humorous and insightful, this no-holds-barred account takes you behind the scenes of the dehumanizing indoctrination of an academic intellectual into an exploitative -- and exploited -- "global transformation contractor." Featuring new material dealing with the e-consulting industry's boom, bust, and its future, Consulting Demons offers the most complete look at an industry that exacts the highest prices for the most questionable standards of success.

    Any honest discussion of management today needs a few. And it's just what you'd expect from the creators of the internet famous blog, The Co-pour.If you're trying to lead a group of people today, the bad news is that it's harder than ever. Your employees have impossible expectations of you, and your investors haven't operated a business in over twenty years. The good news is that there's hope. You can be the leader your people need, but you won't get there without some discomfort.How F*cked Up Is Your Management tackles a massive gap in the conversation about modern leadership. Through personal narrative, and candid storytelling, Melissa and Johnathan Nightingale distill the lessons they've learned and the mistakes they've made into a new management standard.This book doesn't gloss over the hard work, uncertainty, and stress that it takes for startups to get things right. It doesn't glorify those things either. In addition to the swears, this book has thoughtful things to say on:What to do when you double in size but haven't doubled your output How to interview better, hire smarter, and grow and retain the people you've already got Why meritocracy doesn't work and other cultural traps How to build a non-toxic workplace culture and a diverse team Why you don't want superheroes on your team (and definitely don't want to be one) How to manage an employee up and when to manage them out What to do when it all falls apart

    Volume 1 (this book) is a reprint of the original 1910 edition (published by Luzac & Co., London) of Sun Tzu on the Art of War: The Oldest Military Treatise in the World by Lionel Giles. The Chinese text, Giles' English translation, as well as his extensive notes are all faithfully reproduced. A Wade-Giles to Pinyin conversion table has been added to make the original classic more useful for the modern student. Volume 2, available separately, includes each chapter in Chinese traditional characters, the pinyin transcription, as well as the English translation.

    Forget the dashing swashbuckler, effective leadership is typically understated. It's the myriad small things that make the big things possible. In Do Lead, Les McKeown demolishes the myths that have paralysed leadership in our modern era, then provides newt tools for the job. You'll discover that we can all lead. And what's more, we should. Because effective leadership is goal- not people-oriented. It's about the person with the right skills putting themselves forward. Find out:• The mindset required• The basic leadership toolkit• Techniques for dealing with the (inevitable) failuresWhether you are new to the game or reigniting a dormant passion, start leading from where you are, right now. And start to make a difference. You can lead. Yes, you.

    

    In fact, it has been argued that the number two position is the toughest job in a company. COOs are typically the key individuals responsible for the delivery of results on a day-to-day, quarter-to-quarter basis. They play a critical leadership role in executing the strategies developed by the top management team. And, in many cases, they are being groomed to be—or are actually being tested as—the firm's CEO-elect. Despite all this, the COO role has not received much attention.Riding Shotgun: The Role of the COO provides a new understanding of this little-understood role. The authors—a scholar and a consultant—develop a framework for understanding who the COO is, why a company would want to create this position, and the challenges associated with successful performance in the COO role. Drawing heavily on a number of first-person accounts from CEOs and other top executives in major corporations, the authors have developed a set of strategies or principles to inform individuals who aspire to serve in such a position. The executives who share their experiences in this book are from some of the most established and important companies in today's economy: AirTran; American Standard Companies; Amgen; Adobe Systems, Inc.; Autodesk, Inc; eBay; Heidrick & Struggles; InBev; Kohlberg Kravis Roberts & Company; Mattel, Inc; Motorola; PepsiCo; Raytheon Company; Starbucks; and many others. Excerpts from the Book:On focusing on success"The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, 'They love you until they don't.' I am going to stay happy until I am not."—Dan Rosensweig, COO Yahoo!On the relationship between the CEO and COO"Deep down, you have to trust each other and you have to like each other. If you don't like each other, and/or don't trust each other, it may work, kind of, but it will be at a fifty percent level at best."—Craig Weatherup, Director, Starbucks, and former Chairman, PepsiOn the challenges of transitioning into the COO role"If you can't conceptualize the strategic objectives or help drive that or participate in that, I don't think you are going to succeed. But, equally, if you can't translate that into an executable plan, you are not going to succeed either."—Shantanu Narayen, COO, Adobe SystemsAdditional Quotes:"Miles & Bennett tackle an important and drastically under-researched area: the role, personalities, fit and success factors of COOs. We've seen several COOs who have been total winners, but it's striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together."—Jim Williams, Partner, Texas Pacific Group"The lessons reported in this book will be very useful to Boards, Heads of Human Resources and CEOs as they consider succession planning and organizational design."—Dale Morrison, President & Chief Executive Officer, McCain Foods Limited"The job of COO is becoming more important as companies and their boards look internally for succession alternatives. One question they face: Will the organization continue to run as the number 2 becomes the number 1? Riding Shotgun will help answer this and many more questions about the COO role in today's corporate structure."—John Berisford, Senior Vice President, Human Resources, The Pepsi Bottling Group"The COO plays a critical leadership role in most businesses, but its particularly true in the natural resources

     If you are struggling financially, you'll learn how to develop skills not taught in schools that will increase your income and Financial Confidence. If you are building or leading an organization, you'll get an inside look at how Dan Lok strategically scaled his organization through a combination of digital media and Social Capital, High-Ticket Closers, and an unbeatable team culture. Wherever you are, Unlock It will show you how to find your own way to achieving wealth, success, and significance.

    But on the back of the pandemic, entrepreneur and Business Chicks founder Emma Isaacs believes the hustle is now dead. Moreover, traditional ways of working - long commutes, unproductive meetings and outdated systems of bureaucracy - actually don't work at all.Emma believes we don't have to work harder; we just need to work better. In fact, we can slash our hours, take shortcuts and still get more done - without feeling depleted. By becoming more intentional and reimagining the way we work, we can rewrite the old work rules and reinvigorate our lives.The New Hustle condenses Emma's wisdom into 77 anti-rules for maximum dip-in-and-out efficiency. Drawing inspiration from her team, the member of Business Chicks and the many entrepreneurs and leaders who have graced the Business Chicks stage - from Elizabeth Gilbert to Simon Sinek - she guides us towards embracing radical flexibility, making quick decisions and working smarter, from the emails we craft to the talent we recruit . . . and say no to the things that don't matter, so we can say yes to the things that do.Written with humour, insight and a serving of tough love, The New Hustle is your go-to for more productive, creative and meaningful work by one of Australia's most unconventional and effective entrepreneurs: a bestselling author, mum of six - and a woman determined to start an anti-hustle revolution.Praise for The New Hustle'For anyone who's committed to becoming their best self at work and in life.' - Marie Forleo'Refreshingly original. Makes so much bloody sense!' - Lisa WilkinsonPraise for Emma Isaccs'Emma has an inexhaustible joie de vivre, and she delivers an intelligent guide for a new way of working.' - Diane von Furstenberg'Emma Isaacs is a delight. She is kind, and she is smart, and she is grounded, and she is brave and she is funny.' - Elizabeth Gilbert

    For almost 50 years, Circuit City was able to successfully navigate the constant changes in the consumer electronics marketplace and meet consumer demand and taste preferences. But with the subsequent decline and ultimate demise of Circuit City in 2009, Wurtzel had the rare perspective of a former company insider in the role of an outsider looking in.Believing that there is no singular formula for strategy, Wurtzel emphasizes the “Habits of Mind” that influence critical management decisions. With key takeaways at the end of each chapter, Wurtzel offers advice and guidance to ensure any business stays on track, even in the wake of disruption, a changing consumer landscape, and new competitors.Part social history, part cautionary tale, and part business strategy guide, Good to Great to Gone: The 60 Year Rise and Fall of Circuit City features a memorable story with critical leadership lessons.

    

    As Senior VP of Apple, Jay served as Steve's right-hand man and trouble-shooter, overseeing all corporate operations and business planning, as well as software development and HR. In "Leading Apple with Steve Jobs," Jay details how Steve managed and motivated his people--and what every manager can learn from Jobs about motivating people to do the best work of their lives.Steve Jobs used the phrase "Pirates Not the Navy" as a rallying cry--a metaphor to "Think Different." In the days of developing the Macintosh, it became a four-word mission statement. It expresses the heart of Apple and Steve. The management principles that grew out of that statement form the backbone of this book. Explains how to find talented people who will understand your objectives and be able to make a contribution to that effort Lists traits that can determine whether a person will be so committed to the vision that they will provide their own motivationExplains how to ensure that your employees hold an allegiance to the captain and to his/her shipmates, and also possess the ability to come up with original, unique ways to approach a problem, and be self-guided with a strong sense of direction"Leading Apple with Steve Jobs" will shift your thought paradigm and inspire you to assemble and lead innovative teams.

    Taken for a Ride reveals the shock waves felt around the world when Daimler-Benz bought Chrysler for $36 billion in 1998. In a gripping narrative, Bill Vlasic and Bradley A. Stertz go behind the scenes of the defining corporate drama of the decade -- and in a new epilogue chart its chaotic aftermath.

    With their first book, Extreme Ownership (published in October 2015), Jocko Willink and Leif Babin set a new standard for leadership, challenging readers to become better leaders, better followers, and better people, in both their professional and personal lives. Now, in THE DICHOTOMY OF LEADERSHIP, Jocko and Leif dive even deeper into the unchartered and complex waters of a concept first introduced in Extreme Ownership: finding balance between the opposing forces that pull every leader in different directions. Here, Willink and Babin get granular into the nuances that every successful leader must navigate. Mastering the Dichotomy of Leadership requires understanding when to lead and when to follow; when to aggressively maneuver and when to pause and let things develop; when to detach and let the team run and when to dive into the details and micromanage. In addition, every leader must:· Take Extreme Ownership of everything that impacts their mission, yet utilize Decentralize Command by giving ownership to their team. · Care deeply about their people and their individual success and livelihoods, yet look out for the good of the overall team and above all accomplish the strategic mission. · Exhibit the most important quality in a leader—humility, but also be willing to speak up and push back against questionable decisions that could hurt the team and the mission.With examples from the authors’ combat and training experiences in the SEAL teams, and then a demonstration of how each lesson applies to the business world, Willink and Babin clearly explain THE DICHOTOMY OF LEADERSHIP—skills that are mission-critical for any leader and any team to achieve their ultimate goal: VICTORY.