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　　1."Focus on Dell" feature puts the spotlight on Dell's strategic operations throughout every chapter.

　　2.New ethical exercises in the end-of-chapter material ask students to consider ethical ramifications of management decisions.

　　3.A new focus on technology with the Strategy Sign-On end-of-chapter feature allows students to complete research projects and maintain a Strategic Management portfolio.

　　4.Opening Cases begin each chapter and build the foundation for student comprehension in each chapter.

　　5."Strategy in Action" features highlight key organizations implementing chapter-specific strategic management processes.

　　6.Ethical dilemma exercises end each chapter and provide a comprehensive look at the chapter concepts and ask students to consider ethical ramifications of management decisions.

　　7.Closing Cases end each chapter and provide in-class discussion opportunities.

　　8.The end-of-text cases selected for this edition will appeal to students and professors alike, both because these cases are intrinsically interesting and because of the number of strategic management issues they illuminate. The organizations discussed in the cases range from large, well-known companies, for which students can do research to update the information, to small, entrepreneurial businesses that illustrate the uncertainty and challenge of the strategic management process. The selections include many international cases, and most of the other cases contain some element of global strategy.

作者簡介

Charles W. L. Hill

　　現職：University of Washington

Gareth R. Jones

　　現職：Texas A&M University