Gregory G. Dess is the Andrew R. Cecil Endowed Chair in Management at the University of Texas at Dallas. His primary research interests are in strategic management, organization environment relationships, and knowledge management. He has published numerous articles on these subjects in both academic and practitioner-oriented journals. He also serves on the editorial boards of a wide range of practitioner-oriented and academic journals. In August 2000, he was inducted into the Academy of Management Journal Hall of Fame as one of its charter members. Professor Dess has conducted executive programs in the United States, Europe, Africa, Hong Kong, and Australia. During 1994 he was a Fulbright Scholar in Oporto, Portugal. In 2009, he received an honorary doctorate from the University of Bern (Switzerland). He received his PhD in business administration from the University of Washington (Seattle) and a BIE degree from Georgia Tech. Alan B. Eisner is Dean of the School of Management and Professor of Management at Clark University. He received his PhD in management from the Stern School of Business, New York University. His primary research interests are in strategic management, technology management, organizational learning, and managerial decision making. He has published research articles and cases in journals such as Advances in Strategic Management, International Journal of Electronic Commerce, International Journal of Technology Management, American Business Review, Journal of Behavioral and Applied Management, and Global Journal of Business Pedagogy. He is the former associate editor of the Case Association’s peer-reviewed journal, The CASE Journal. Texas Tech University G. T. (Tom) Lumpkin is the Chris J. Witting Chair and Professor of Entrepreneurship at Syracuse University in New York. Prior to joining the faculty at Syracuse, Tom was the Kent Hance Regents Endowed Chair and Professor of Entrepreneurship at Texas Tech University. His research interests include entrepreneurial orientation, opportunity recognition, strategy-making processes, social entrepreneurship, and innovative forms of organizing work. He has published numerous research articles in journals such as Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Journal of Business Venturing, and Entrepreneurship: Theory and Practice. He is a member of the editorial review boards of Strategic Entrepreneurship Journal, Entrepreneurship Theory & Practice, and the Journal of Business Venturing. He received his PhD in management from the University of Texas at Arlington and MBA from the University of Southern California. Gerry McNamara is the McConnell Broad Professor of Management at Michigan State University. His research draws on cognitive and behavioral theories to explain strategic phenomena, including strategic decision making, mergers and acquisitions, and environmental assessments. His research has been published in the Academy of Management Journal, the Strategic Management Journal, Organization Science, Organizational Behavior and Human Decision Processes, the Journal of Applied Psychology, Personnel Psychology, the Journal of Management, and the Journal of International Business Studies. Gerry’s research has also been abstracted in the Wall Street Journal, Harvard Business Review, New York Times, Bloomberg BusinessWeek, the Economist, and Financial Week. He has served as an associate editor for the Strategic Management Journal and the Academy of Management Journal. He received his PhD from the University of Minnesota.

• PART 1: STRATEGIC ANALYSIS Chapter 1: Strategic Management: Creating Competitive Advantages Chapter 2: Analyzing the External Environment of the Firm Chapter 3: Assessing the Internal Environment of the Firm Chapter 4: Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources PART 2: STRATEGIC FORMULATION Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages Chapter 6: Corporate-Level Strategy: Creating Value through Diversification Chapter 7: International Strategy: Creating Value in Global Markets Chapter 8: Entrepreneurial Strategy and Competitive Dynamics PART 3: STRATEGIC IMPLEMENTATION Chapter 9: Strategic Control and Corporate Governance Chapter 10: Creating Effective Organizational Designs Chapter 11: Strategic Leadership: Creating a Learning Organization and an Ethical Organization Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship PART 4: CASE ANALYSIS Chapter 13: Analyzing Strategic Management Cases