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Strategic Management: Building and Sustaining Competitive Advantage, by Robert A. Pitts, David Lei
PDF Download Strategic Management: Building and Sustaining Competitive Advantage, by Robert A. Pitts, David Lei
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Do you know how to get the competitive advantage? STRATEGIC MANAGEMENT: BUILDING AND SUSTAINING COMPETITIVE ADVANTAGE shows you in detail how the world's top companies build, extend, and sustain a competitive advantage. How do they do it? Through distinctive competence, quality, globalization, change, and ethics. And because this business textbook is rich with study tools, STRATEGIC MANAGEMENT: BUILDING AND SUSTAINING COMPETITIVE ADVANTAGE gives you the competitive advantage on the test as well!
- Sales Rank: #3397540 in Books
- Published on: 2005-07-25
- Original language: English
- Number of items: 1
- Dimensions: .82" h x 8.00" w x 9.94" l,
- Binding: Paperback
- 560 pages
Review
I was impressed by the focus on achieving competitive advantage, which is reflected in the title and adhered to consistently throughout the text. This is unique among the texts I've seen in this discipline
I didn't choose the text -- it was selected by another faculty member who generally teaches the class. I would choose it myself, however, based on the good "fit" with my students. It gives great "real life" examples that help them see how these concepts work in today's businesses. They enjoy the examples, since they know the businesses. It's written at a good level for them, even though the concepts still seem challenging!
First and foremost, the clear focus on building and sustaining competitive advantage. This focus fits perfectly with our use of a business level simulation in the strategy classes. No other product on the market comes close.
About the Author
Robert A. Pitts is professor of Strategic and International Management at Gettysburg College in Pennsylvania since 1986, Robert Pitts has authored a wide range of successful strategy texts, articles, and case studies during his 27 years of teaching. His teaching and research focus also includes the field of corporate finance. Prior to Gettysburg, he taught for 13 years in the management department at Penn State University. Pitts has been a visiting professor at the Sasin Graduate Institute in Bangkok, Thailand and IMEDE Management Institute in Lausanne, Switzerland, among others. Before entering academia, he worked in industry as an Investment Analyst for Prudential, a Plant Manager in Thailand, and as a US Peace Corps volunteer. Pitts holds degrees from Harvard (DBA), Columbia (MBA), and Yale (BA).
David Lei received his PhD at Columbia University in Marketing/Management of Organizations and is now an Associate Professor of Business Policy at Southern Methodist University. His area of expertise is in Strategic Alliances, Corporate Strategy, Manufacturing Technology, and Global Communication. Lei's current research interests are investment technology and strategic alliances, he also consults with various companies in financial services and technology-intensive firms. Professor Lei has written numerous journal articles and served as an ad-hoc reviewer for several academic journals.
Most helpful customer reviews
5 of 5 people found the following review helpful.
Strategic Management (2nd Edition) by Pitts & Lei
By Dr. Thomas M. Box
Pitts & Lei's (revised) 2nd edition is a solid, well-written strategic management textbook. Topical coverage is both traditional and well informed. The only exception to the foregoing is Chapter 11 that seems to be slightly "muddy" and confusing. From my perspective, as an instructor who has taught strategic management for the last fifteen years and actually practiced strategic management for fifteen years in industry, the only "missing element" is a chapter on "network" or virtual organizations. Chapter 12 (Managing Strategic Change) and Chapter 13 (Redefining Advantage) are excellent, both in terms of content and exposition.
The book includes cases (suitable for classroom discussion) and review questions in each chapter. Each chapter also has an excellent set of references. The ancillaries are complete with the exception that no test bank is provided for an instructor's use. I recommend this text to anyone teaching undergraduate strategic management and also to any reader interested in learning what strategic management is all about.
This book compares quite favorably to several of the much more expensive strategy texts like David, Thompson and Strickland and Pearce and Robinson. The book is good value for the money.
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