Bring your students the most thorough, up-to-date, and relevant collection of strategic management cases available. Developed by highly respected experts and award-winning instructors Hitt, Ireland and Hoskisson, STRATEGIC MANAGEMENT: COMPETITIVENESS AND GLOBALIZATION, CASES, 10ecombines the latest cutting-edge research in strategic management with impeccable scholarship and a practical global focus. A selection of 30 all-new, compelling cases examines a broad range of critical strategic management issues confronting managers today in U.S. as well as global organizations. Many of these timely cases offer full financial data and all are supported by comprehensive Instructor's Case Notes to guide analyses. Various online teaching tools and a complete electronic business library help keep cases relevant and your presentation and data current. Count on this engaging, complete case book to provide the practical understanding students need to effectively apply strategic management tools and techniques for increased performance and a competitive advantage.

Includes bibliographical references and appendices.

SUMMARY
Stategic entrepreneurship involves taking entrepreneurialentrepreneurship simultaneously engage in opportunity seekaentinuously find new opportun ities and quickly develop andee avantages that are creating value through the productsthe firm sells currently.
Entrepreneurship is a process used by individuals, teams,without being immediately constrained by the resourcestion of entrepreneurship (including the identification ofin which new goods or services can satisfy a need in themarket. Entrepreneurship positively contributes to individ-ual firms' performance and stimulates growth in countries'economies.
Firms engage in three types of innovative activities:
invention,which is the act of creating a new good, process,or service
innovation, or the process of creating a commercial prod-uct from an invention
imitation, which is the adoption of similar innovations bydifferent firms
Invention brings something new into being while innovationbrings smething new into use.
Entrepreneurs see or envision entrepreneurial opportunitiesand then take actions to develop innovations and exploitthem.The most successful entrepreneurs (whether they areestablishing their own venture or are working in an estab-lished organization) have an entrepreneurial mind-set,whichis an orientation that values the potential associated withopportunities that are available because of marketplaceuncertainties.
International entrepreneurship, or the process ofidentifying and exploiting entrepreneurial opportunitiesoutside the firm's domestic markets,is important to firmsaround the globe.Evidence suggests that firms capableof engaging effectively in international entrepreneur-ship generally outperform those competing only in theirdomestic markets.
Firms use three basic approaches toproduce innovation:
internal innovation,which involves R&D and forming inter-nal corporate ventures
cooperative strategies such as strategic alliances
acquisitions
Autonomous strategic behavior and induced strategicbehavior are the two forms of internal corporate venturing.Autonomous strategic behavior is a bottom-up processthrough which a product champion facilitates the commercial-ization of an innovation.Induced strategic behavior is a top-down process in which a firm's current strategy and structurefacilitate the development and implementation of innovations.Thus,the firm's current strategy and structure drives inducedstrategic behavior while autonomous strategic behavior canresult in a change to the firm's current strategy and structure.
Firms create two types of innovations-incremental andradical-through internal innovation that takes place inthe form of autonomous strategic behavior or inducedstrategic behavior. Overall,firms produce more incrementalinnovations, but radical innovations have a higher proba-bility of significantly increasing sales revenue and profits.Cross-functional integration is often vital to a firm's efforts tdevelop and implement internaI corporate venturing activ-ities and to commercialize the resulting innovation.Cross-functional teams now commonly include representativesfrom external organizations,such as suppliers.Additionally,developing shared values and engaging in successfulstrategic leadership practices facilitate integration andinnovation efforts.
To gain access to the specialized knowledge required to innovate in the global economy, firms may form a cooperativerelationship,such as a strategic alliance with other companiesome of which may be competitors.
Acquisitions are another method firms use to obtain inno-vation.Acquisitions can lead to direct access to an acquiredfirm's innovations,and/or firms can learn new capabilitiesfrom an acquisition,thereby enriching their internal innovation abilities.
The practice of strategic entrepreneurship by all types of firmlarge and small, new and more established,creates value forall stakeholders,especially for shareholders and customers.Strategic entrepreneurship also contributes to the economicdevelopment of countries.

Introduce your students to strategic management with the market-leading text that has set the standard for the most intellectually rich, yet thoroughly practical, analysis of strategic management concepts today. Written by highly respected experts and prestigious instructors Hitt, Ireland and Hoskisson, STRATEGIC MANAGEMENT: COMPETITIVENESS AND GLOBALIZATION, CONCEPTS, 10E is the only book that integrates the classic industrial organization model with a resource-based view of the firm to give students a complete understanding of how today's businesses use strategic management to establish a sustained competitive advantage. The authors combine the latest, cutting-edge research and strategic management trends with insights from some of today's most prominent scholars. A strong global focus and carefully selected examples from more than 600 emerging and established companies place concepts into context within an inviting, relevant and complete presentation. A wealth of learning features and experiential exercises address numerous critical issues confronting managers today. Various online teaching tools and a complete electronic business library help keep study current and relevant. Count on this Concepts text to provide the solid understanding of critical strategic management concepts your students need to increase performance and establish a clear competitive advantage.