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Cover of Mastering Strategic Management v2.1
Published: 
March 2020
Page Count: 
362
ISBN (Digital): 
978-1-4533-3537-6

Mastering Strategic Management

Version 2.1
By Dave Ketchen and Jeremy Short

Included Supplements

Key Features

  • Visual adaptations of key concepts.
  • Real-world examples from well-known corporations, such as Apple.
  • “Strategy at the Movies” features that link to popular motion-picture examples.
  • Customizable.

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Mastering Strategic Management, v2.1 is appropriate for undergraduate, MBA, or graduate-level courses on management strategy usually taught in four-year colleges and universities.


The authors draw on insights from various functional areas such as marketing, finance, and accounting to demonstrate how top executives make effective strategic decisions. Students are encouraged to engage with the material and concepts through graphic displays, illustrative examples, and unique motion-picture links. This edition was updated with fresh cases and examples that expose students to the current and relevant knowledge needed to make the smart choices that drive an organization’s successful performance.

New in This Version

  • Version 2.1 is updated to make the book compliant with accessibility standards and features a more colorful and refreshed page design featuring larger typeface. Reflects the recent updates in Version 2.0
  • Updated cases and fresh examples.
  • New “Research Roundups” and “Small Business Spotlights” included in each chapter.
  • “Top-Shelf Reading” included in each chapter to enhance and expand the subject matter explored in the text.
  • About the Authors
  • Acknowledgments
  • Dedications
  • Preface

    • Chapter 1: Mastering Strategy: Art and Science

  • 1.1 Defining Strategic Management and Strategy
  • 1.2 Intended, Emergent, and Realized Strategies
  • 1.3 The History of Strategic Management
  • 1.4 Understanding the Strategic Management Process
  • 1.5 Conclusion

    • Chapter 2: Leading Strategically

  • 2.1 Vision, Mission, and Goals
  • 2.2 Assessing Organizational Performance
  • 2.3 The CEO as Celebrity
  • 2.4 Entrepreneurial Orientation
  • 2.5 Conclusion

    • Chapter 3: Evaluating the External Environment

  • 3.1 The Relationship between an Organization and Its Environment
  • 3.2 Evaluating the General Environment
  • 3.3 Evaluating the Industry
  • 3.4 Mapping Strategic Groups
  • 3.5 Conclusion

    • Chapter 4: Managing Company Resources

  • 4.1 Resource-Based Theory
  • 4.2 Intellectual Property
  • 4.3 Value Chain
  • 4.4 Beyond Resource-Based Theory: Other Views on Company Performance
  • 4.5 SWOT Analysis
  • 4.6 Conclusion

    • Chapter 5: Selecting Business-Level Strategies

  • 5.1 Understanding Business-Level Strategy through “Generic Strategies”
  • 5.2 Cost Leadership
  • 5.3 Differentiation
  • 5.4 Focused Cost Leadership and Focused Differentiation
  • 5.5 Best-Cost Strategy
  • 5.6 Stuck in the Middle
  • 5.7 Conclusion

    • Chapter 6: Supporting the Business-Level Strategy: Competitive and Cooperative Moves

  • 6.1 Making Competitive Moves
  • 6.2 Responding to Competitors’ Moves
  • 6.3 Making Cooperative Moves
  • 6.4 Conclusion

    • Chapter 7: Competing in International Markets

  • 7.1 Advantages and Disadvantages of Competing in International Markets
  • 7.2 Drivers of Success and Failure When Competing in International Markets
  • 7.3 Types of International Strategies
  • 7.4 Options for Competing in International Markets
  • 7.5 Conclusion

    • Chapter 8: Selecting Corporate-Level Strategies

  • 8.1 Concentration Strategies
  • 8.2 Vertical Integration Strategies
  • 8.3 Diversification Strategies
  • 8.4 Strategies for Getting Smaller
  • 8.5 Portfolio Planning and Corporate-Level Strategy
  • 8.6 Conclusion

    • Chapter 9: Executing Strategy through Organizational Design

  • 9.1 The Basic Building Blocks of Organizational Structure
  • 9.2 Creating an Organizational Structure
  • 9.3 Creating Organizational Control Systems
  • 9.4 Legal Forms of Business
  • 9.5 Conclusion

    • Chapter 10: Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility

  • 10.1 Boards of Directors
  • 10.2 Corporate Ethics and Social Responsibility
  • 10.3 Understanding Thought Patterns: A Key to Corporate Leadership?
  • 10.4 Conclusion
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    Dave Ketchen Auburn University

    Dave Ketchen serves as Harbert Eminent Scholar and Professor of Management at Auburn University. An award-winning educator, Ketchen teaches courses in Strategic Management, Principles of Management, Franchising, and the Business of Brewing. His research interests include strategic management, entrepreneurship, research methods, and strategic supply-chain management. He has published more than one hundred eighty articles in journals such as Administrative Science Quarterly, Academy of Management Journal, and Strategic Management Journal. He has served on thirteen editorial boards, including those of Academy of Management Review, Strategic Management Journal, and Journal of Management Studies. He has served as associate editor for eight journals, including Academy of Management Journal, Strategic Entrepreneurship Journal, Journal of International Business Studies, and Organizational Research Methods. Ketchen serves on the board of directors for the Why Not Win Institute, has acted as an expert witness, and has assisted a variety of private- and public-sector entities with strategic planning. He is the former chair of the board of directors for Alabama Launchpad (a statewide startup competition) and served on the Steering Committee for the Michelin Development–East Alabama (an entity that provided low-interest loans to fuel job creation). He has written for the Wall Street Journal, The Hill, The Conversation, and other leading outlets for business insights.

    Jeremy Short University of North Texas - Denton

    Jeremy Short (PhD Louisiana State University) is the G. Brint Ryan Chair in Entrepreneurship at the University of North Texas. His research examines crowdfunding and the drivers of business performance in both entrepreneurial and larger firms. Jeremy’s teaching expertise was recognized with the Regent’s Award for Superior Teaching when he was on faculty at the University of Oklahoma. Jeremy has also written several traditional and unorthodox low-cost textbooks including a graphic novel focusing on management and entrepreneurship (Atlas Black: The Complete Adventure), as well as a graphic novel focusing on franchising and family business (Tales of Garcón: The Franchise Players). Jeremy was inducted as a Southern Management Association Fellow on several factors, including the publication of more than 100 articles and book chapters in such journals as Academy of Management Journal, Strategic Management Journal, Strategic Entrepreneurship Journal, Organization Science, Personnel Psychology, Organizational Behavior and Human Decision Processes, Academy of Management Learning and Education, and Journal of Business Venturing. His work has also been featured in media outlets such as CNBC, Forbes, Scientific American Mind, The Wall Street Journal, BizEd, Franchise Times, Tulsa World, and The Oklahoman. Jeremy also served as editor for several leading journals including Journal of Management, Entrepreneurship Theory & Practice, Organizational Research Methods, and Family Business Review. 

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